Module 11 Discussion: Implementation Communications Management

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FOR PR, SOCIAL MEDIA AND MARKETINCi

FOR PR, SOCIAL MEDIA AND MARl<ETIN(;

□□

JI! (111111 LAURIE J. WILSON , APR, FELLOW PRSA

Bri11h• m Youn11 Univorsity

JOSEPH O. O1.DEN HYP3R, h'K.

CHRISTOPHER E. WILSON Bri1h• m Youn1 Unlv, ,.itv

Kendall Hunt p u bt ish •n o co m pany

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CONTENTS • • • • • • • • • •

Chilpter 1

Prefxe

Aclmowledgmrnll

About the authon

TIE IEUTIIHIIP·IIILDING lPPllCI TD CIIIIIHIClTIINI LfAllNINCi IMPERATIVES

xvii

xix

Most trusted groups 4

An Integrated appr<>Dllh 7

Tlpl fton1 th• pros; Stratt1lc commun!n t loM I

WMAT-5 lt"tUMl,,, IU ITll&TUIC" I

THl Hltfl~T W ~ATIMIS Ar;;i PR f't::ilCTIOlll ~ ell~H 9

Rlt1'£TM. flllllDI 10

~ IKLAl ::s+wPI WllM f'WLKS 11

f-1 can T~ 12

TWI ITIIATl1'M: ~&TMMIII f;WI.TIU: 14

Wli&MAII\' 15

r. rsr1 l · Sttp Stntetlc CommunlcatloM Matrbt

- t IO ..,

tw COJfflUl'TI

Ch~ptu 2

Ch~ptar 3

PIILIC INfllllATIII UI PEISUlllVE CIIIIIHICAJIOI LEARNING IMPERATIVES

I" !'.lilt-

Shapi113 atti~s to change behavior 2S

The, lnftUl'nce or mental shortcuts on behavior 17

Using bc.havior lo sqimc,nt publics ZI

r n Opinion formation n Tips from Ill• pr~: Shapin! public opinion ill

The p henomrnon or pera,ption JI

Opinion leaders lJ

Mcuuring public o pinion lJ

Using mus media t o inftuencc publics

Persuaai"" appeab ~ , _ A,1,.,f ••

Resean:b-based persuasion efforts

The elhlcs olpersu.uion

U:11ltll,H

fffl:Rff:CH

CIIIIIINICATIIIS IESEAICI MmHS LEARNING IMPERATIVES

TIii

• 11

NW.liaCN MI.T~ Alt!! f+lft IIWl!■6Jt'I' It# fDlll..i 41

' 50

Orpnizational ,,,_rcl, 50

internet and llbnuy research 51

Extunal organizations 52

Media auearch SJ

Ch.ipter 4

FOctllgroups

Copy and product testing

Psydlographic studie5

Social media arualyt ia

r,.,, ho,., hop oi · Beyond Ulflphf" • re,

Sun,ey raearch and opinion sampling

"""" ...... 0 ...... (1-llff"'"

UUW::151.S

Rffl:MWH Mm &09lf~~ tttAC:mS

STUTECICAUY APPLYING IES[HCI HI HCIAL INIICHTS lfAllNIHG IMPEllATIVES

St.--.lc Communkatl0fl1 Matrix: llos.arch badllJOund, situation analysis and a,n p,oblom/ opportunlty

M1tll1 appllod: Ros.arch bacq,....nd, lltuatlon

'° '3

" 71

analysis and coro problom/ opportunlty n St:ala,holdcr research 74

Identifying self-Interests T1

ldmtifying opinion lend..-n T1

,. """ Tip• ftom tho p,o, Advlco fo1 tht dnac1nt11c <Ol'llmunlcator

Asseuing n,Lationships

SWOT~yw

COMNI08Util

~, UtMUH

ePPOlt JUUITI'

MHll!atH Mtl!I AAlelJIOltAt H~

ID ., IJ

....

COH'TIUITI ..

llf COXTllJff'I

Ch;ipter 5

Ch ;i pter 6

srn11c Gilli HI IIJECTIVES 17 17

u LEARNINC IMPERATIVES

l (1

Stratqk Communk atlons Matrix: Adlon plannl111 pal and objectives It

Matri x appll.cl: Writln1 1oal~ and obf«tlves 11

Establishing goals 12

Identifying objectives H

lnfo nnatlonal v,,.nus motiYlltlonal objectives •

Tlpa fro111 th• pros: D11t«rentlatln1 b•tNHn ~o:als :and obj-.cti\llH P

MmMM'I' •

1nRau1 •

tl:t!RMIKH

ClllTIVITY lll llC IDEAS LEARNINC IMPERATIVES

C r Knowing what will It ic.k

c,.,alivity and atrategy

Stntqk Communications Matrix: Adlon plannl"I bl1 ldu

Many!ng creativity and atralegy

Breaking habits

Brainstorming and ideation

""' Tips from lht ~ - Stol!lnt <rt t,vlty for .,..,d,wlnnln1 tdus

Ot.crving and aeizing o ppor1unlt lea

Giving)'OUl"klfpumiuion

O,.,,rcoming rear Creative environments and people

101 1G1

102

101

104

UIS

105

18'

10I

110

no m 111

114

Ch.iptet 7

What isabigidra?

Matrh appllu: Ill Idea

Crafting big ideas

Slopm. tag lines and huhl,Qgs

G<,...,ratlng big ideas

Ex«uting big ideas

A big ide,i at HP

u.- (URCt'IIS

1&""9fl T1I .IIMIU..CllOH TIU

IKlf:AI H MG Aa!UOtlA.l RU~;l;1

IEY l'IILICI LEARNIN<i IMPERATIVES

Public ,-ersus audience

Objecti~foc:used

Strateek Communication s Matrix: Action pla nnl"I key publics

T,p, t,o,.. the pro,. 81uk1n1 lluoup in 128 PR

Segmenting publics

Matrix appllu: S.IK1ln1 key publks

lnlenening publics

Plan each public separately

.......... Joi- ..

MmM&ll'f

(HflCfln

~ II ANlf 1-0NAL RU I

COWT&H'ff ...

115

11,

117

111

11t

no 121

121

1Z2

1:0

m 1J4

127 127

121

110

132

134

115

111

117

.. CO>rTIUffl

Ch~pter8 MHHGU. STUUGIH ANI TACTICS 13!1 1J9

140

LEARNINC IMPERATIVES

•

Primary rneuages 140

Secondary nwossoges 14'1

Es..,,,IW facton Ml

Strat.,k Communications Matri x: Action pbMI,. _ _.sa_.s, 11,11.,ies and beta Ml

Delh"Uing messages 143

I •

Informational venus motivational strategies

Tips from tho,,._ • MHUtin1 your m .. ,..,.

Choosing strategic channels

144

145

MS ,. How channels help (oau your tactics 141

Declining importance of mass media channc,b 141

Nt!W technologies and the Internet 150

Citizen journalism and biogs 151

Social media and the way we connect 151

Tip• fro"' th• pt"1: Bu 1d1n, • su<cut 111 blot 15J

Tf -,c: 1SJ

Tactics as strategic toot. 1SJ

The dilfercna, b,,tv.,,en strategies and tactics 1SS

A diversity o( tactics 155

Highly personal and Interactive 157

II+ Cl. T ..

Segmented and mode.ratcly interactive

Mau-prodUCfll mus media

Spon_so~ content and social rerpon_sibllity

Other considerations in selecting tactics

Matrht apflli.d: Meua,- desltn, 11n1.,111 and tactics

C t.T - -.r

Strategy brirfs

158

ISi

1'1

1'4

COJfflUffl .. I~ 1'7

UtllCIU!i 151

KfMtffl:U ... Memo~ NAe;uc;s 151

Ch;apter 9 HIIG IIClll HI IIGITll MEiii fll lEIUGE llPLIFIClTIDN 171 LEARN lNli IMPERATIVES 17'1

..n,, 1n

Scope ltDd trends 173

l1p1 f,o,,. the p,o,. Tht p9wt r of human-10-human m• 1kuint 115

TO CNeME , .. RST 11'1.lt, 177

~•- UnltMAll'Nnu 171

111

Branded content 112

Supplr1""ntlng traditional mrc!Ja 112

Newsjaddng 113

114

Social medla lis1cnlng 114

Social media ROI 114

1•

EXl1Ktlll 1•

SIU~I &111:1_._..flUIIAL-~I 117

Ch;apter 10 CllIIIUIIG HI BIDGETING 191 LEARNlNli IMPERATIVES 111

Strat .. k Communicat ion s Matrix: Action plann l"I calendar and ltudpt 113

c,... 11J .. "'" ....... i...i-ii 1M Matrix appllltd.: calendat 1•

S COJCT&HTI

Ch~pter 11

Ch~pter1 2

Matrix applled: ludtet

Tip> from thl p,o,. Spendlnt yoL1r mo~•Y slraltgically

l~Mt\'

llllilCJSH

RIRHtlCU ,._ AGe!limtM. HMM.Iii

IIIPLEIHUJIII UI CDIIIIINICAJIIIS llNUEIIENT LEARNIH!i IMPERATJV£5

1•

Stratqk CommunlcatlOfls Matrl•: c-munlcatlon lmple1Mnt1Uon

Matrix applled: lmpl-ntatlon tuk 11st

Tlpt fro111 IM pros: Movln1 from ,tann1n1 lo impl1mental on

QYAI.IT'fCWTIIOl

Mini- Ill.lb pa

Tips from 111• pros: Ho,. lo m••'t• 1 .. 11,,a11d campai1ns

ON&Dmi

ll(fllCISH

ltlffKC1iS a AatTMnAL KU»:t-5

:zoo :zoo Jll'I

Jll'I

203 ZDJ

ZDS

ZDI --'1111 ZN

Zlll

J'IO

J'IJ

114

CIIIIIIIICAJIIIS IWIIEIIENT lNI EVllllJIII 211 LEARNING IMPERATIVES

E"-'Lll>.-

Mdli ,_, ~ ~m am! &lllffilnd(....-y

1'17

1'19

Chapter 13

(

Stntetk Communkatlons Matrix: Ev1IAtlon criteria and tool,

Matrix applied: Evalu1tlon criteria and tools

T""

Tips f,o,-, the pros, Musurln11od ~ .....ala

Adding evaluation tools to cll!endars and budgets

UIIKl1U

Kl'Cffii;:;tln .lllllANilf1on&.I. NADIM.I

CULTIVlTIH ANI PITCHIH NEW IHINEH LEAANINC. IMPERATIVES

ll'ffHll"'-1

De,'eloping a new bu1iness pitch

Tips from the pros: Findln£ no:., bu sinus

The RF'P proeoess

Parts or an RFP ru1ponae

Tip• ho,.. tho p,o,. A U r•t•tit rHpon1e to AFP1

Ql:l:Wl~:S WltHI l8 Fl?CIC ttfW tlU511:fS1

"' , Begin with some math

Evaluate your positio n

' Do your nekan:h

Carefully evll!uate

Mwit visulll

UltKtU!i

AEf'IAC!.cll MW ~noNM. tll.u.m5

COJfflUffl ••

2ll

m 223

224

225

22'

22,

221

227

229 221

230

2J1

2)1

232

233

234

231

237

231

2)1

241

242

d COKTllXTI

Ch.apter 14

Ch.apter 15

PIUEITAJIINI LEARNINC. IMPERATIVES

245 :MS

:Ml

Selttting the appropriate type or pre5entatioo 246

Tip• frD,. tho pro, 0\l&~o,..·nr pr•.untauon a"•l• tv :M7

Respecting )'OUr audience :Mt

~ ~

Using technology ZSI

"' 2SJ UHIIC.11.U 2SJ

tl-lnMCU

ETIICI All PIIFEIIIOULIII Lf:ARNINC. IMPERATIVES

A shifting lanchcape

f ICS

Organizational ethics

Codes oC ethics and proCessloonl standards

Pl!no11J1l ethics and deculon-maldng

Pl!nonal and proCuslonal development

Work habits and job performance

Persooal conduct

Human relations

Tip• froM lite pt•• Mow to pttfttVO your ,.punt lo•

Mint IMW1IIIT'I'

~Aft'(

!1((11£1'1\H

Mnafl!CU Ac:2 MelTi=:u.t M,...;s

254

255 zss ZS7

251

ZS,

no ., ... ... 2'S

ns ns

-JS7 ., ., Z10

COJff&Hff ... Appendix A TIPS FIi JU PIOI 271

Appendix B SJUJECY IIIEFI 273

Appendix C PIFHIIIHL CHES IF EJIICI 297

CLIIIHY 323

INIEl 329

. . _.,. .. .. .... ,, . . . . . •· ......... . . . . -... .. ,.. .... . i ... :·: ~ :·:~ ~:~: .... ' ... ,,,,.,,. , , .. , ..

··•1 , . .,~ .. ........ ...... 1~• ... . . . . . . . . • • • • • • • • • •

PREFACE • • • • • • • • • •

uch bu changed in the world 1ince'"' released the 6th edition of Strategic Communicatiotu, Planning Cor Public Relations and Marlceling. l n revising

thia book for the hut l-dltlon. we llhined focua to account !or t he rise, of 10Cial me• dia. including adding a chapter on that new c hannel for listening to our publics and ddl~,,ring our me1aage1. We also strengthened our emphuis on c reativity, udding the •big 1c1c,a• to lhe matrix. and'"' added a llhort chapter on responding t o rrqueala !or propoaals. The remi0tu addreSRd the 11Cttlrrating rate of change digital mrdia brought to communicatiotu and busineu in our society.

Now, I.he pace of that change iseYen faster. Social and dlgjtal meclliLbaveexploded and '"! have a whole new generation of people who are unused to communicating bce-to-f:ice; they do almost all of their commu nication on electronic devices. The rapid advance oflecbnology h.u changed the landscape of communication and buai• neu <entimy. so that it would be UJU'ttOIDiz:able t.o the practitioners of juat 30 y,,ara ago. With this Steismic revolution .. what was a consumption socic,ty bas shifted to an aperlental one. In 2017. pt'Ople •pent more money on •"1"'rirntt1 than on prod- ucts. Instead of buying •things.• I.hey pursued adventures - wilclemC$s opportuni• tl6 Instead of new cars. thrllJ rxperien«s likr parachuting inllrad oi new clothes. ln a 2018 review of financial reports compiled by Income Diary. online travel •ites £xpedla and Priceline ranked sixth and seventh in internet revenue, pulling in S106 and 597 prr rerond. re,ipec:tively.

As a result, we have again ~-erhauled our entire text_ We brought oo a third autho r. who brings (n,1b perspectives and currency. 11nd who relate• • -ell to the ris• ing generation. The matrix bu .-vol,,,,.f lo kerp up with current trends and practices in oommunlcatio1u. marketing and business. and we have lit erally packed the text with the moat fl!l'ent cxamplH, caR11 and new strategil'I taken from today·• brad· llnH. communications practices and practitioners.

Nevertheleu, one thing remains oonstant: the need for a solid. adap1J1bh, stnte• gic communications proceu. With the meteoric rise of socw and digital media and the proliforation of public segments and channels. the n eed for resc,:an,b-driven llrn• tegic analysis, planning and implemen tation has never been greatl!r.

We believe that we\,, kept the rlements that have made this book one of the t op-odling PR strategy and campaign t.rJC11 for many y,,an and added vibrant. new insights into the use ofdlgital and soclal media. Of courSte, we have updated the trwt

nll PUPAC&

d4t:a from tlw, Edclman Trust 81110mctrrs that bas become a slMdard feature ol 11,., book. and Included updated Pew 8"R:ard> social media data from the prrvio111 edi- tion. Here·, some of what you can expect to find.

All apdated aad l'ffilled Stntelir Co-..lcatiou Matrix. • Focuses research, including stalteho.lder resean:h. on results that provide a

foundat ion for communication efforts. • lndudes a strengthened "big idea" concept. detailing the process for creating

and using big idea • Re-enginerrs the Communication section lo focus o n Implementing

camp:algru.

A ~Deel appNJKb to ec>-wlicatloa laplementatl- ...s ........,_L • FOC\I.S<Hon p roject. management and quality con trot • Introduces new tools (or Implementing eomm.unlmlioos rll'oru: an lmplr-

mentation task lis1 and quality control clw,ckllst ..

Updated aad apaaded tttataeat of IIOCial aad di,ltal a.di&. • Using social media for message amplification rather thnnjust message

ck-livery. • Lr,..,r.aging 110Cial media bued on analytics. • Using Important socio.I media lnftucncers.

A re-riaed dlapter- RPl'II with a broader look at Cllltlvatiac

• l ndudrs how to cultivate new clients. • Focusrs on new business pitchrs u ....,U as RFPs.

Among all thesr changes and updates, .., have included the most current Mini Cues. Tips Crom the Pros and Matrix Applied scgnu,nts to keep the control currrnt and relevant lo today's students and pr.,ctitionen. The basic principles of rese:m:h- bued strat~c communicat ion. howt!\"Or, remain unchanged. But the t.ools.., we t o oonduct research. analyze d ata and communicatr with our key publics haw evolved dramatically In jUII a eouplc of years. We're confident this 7th edition wUI help you kttp up with- if not leud- the charge Into the exciting next decndr of communication.

ACKNOWLEDGMENTS would Ulw to begin by acknowlo,clging my personal men ton and colkagues whose aupport led me lo dcvclop the Strategic Program Phtnning Matrix and write a text

based on that for u1e in our 1enior capstone campaigns class at Brigham Young Uni• , . .,.,ity nearly 30 yr.rs ago. I n th<e 1980s, lacking an analytical tool for students to use in w iving public relations problems within the RACE mock,L those euly BV\.I PR faculty memben collabonoted on a proaeu that spcclllcally outJlru,d the type or -arch needed and how that~ and its subsequent analysis should direct the planning and co.mmunication steps.. Supplementing my early work to ~..,lop the matrix w,:,n, Bruce Ol1en. Ray 8edduun. Brad Hainsworth. Larry Macfarlane, and JoAnn Valenti

That 1enior campaigns class was unlike any other in the nation. and W1e needed a text lo h<elp the 1tudonts with their n,1ean:h and campaign planning for a real cli- enL It Cell to me t o wr ite IL Because or our student.s' 1ucceu with this planning pro- «11 the book began to be plckNI up by o th<er unlversillea, and I wu unupt,ctedly launched into ttvisions and new ed.itioou to kttp the text cum,nL Tluough the Cast• pattd 1hlft.1 and changes in our indwtry, "lhc matrix" u it bu come to be known by students and pnctitionen across the country bas endured as • cohesive and useful tool for planning and lmple_mcntatlon o! communlcatioou efforts.. Now rwl\"t?d to the Stntegic Communications Matrix. the foundation o f n,sean:h and planning for effective implementation remains.

The addition of Joseph Ogden as a co-author in 2004 was a wise d«ision. as he brought curre_ncy not only to the ronlenL but to the design oC the le:xt and its use o( mini ca1es and lips from pro(esslon.als. Now we haw added a third author. Or. Chris Wilson. a rising young star in public re.latiom and communicatioou education who will help us malnhun currency with his knowledge and experience in the use or dig• ilAI and ancinl media channels. I gn:toJully acknowledge his hard work and diligcnce in ew,ry r:acet of this new edition - cont ent. design and publication. He has thrown himl<,J!ho,art And soul into the ,.'Ork. and has been a dcllght lo work with. His conlri- butioru have been aeeptional.

Today, the matrix approadt is used by mon, than 200 unlw,rsitlrs and collcges around the worid to train budding proressio.nais in the art and scientt of strategic communications. ll provides a structure for effective communicatiom that inher- ently teachc,s analytical skill• that an, too often missing from education today.

Additionally, we are grateful for the thousands of graduates. pnctitiooers and profeuon across t heoountry who have learMd. Gpplled and helped shape the matrix into its current form. We wclromc, )'Our continued feedback as lhe matrix adVllOCes to n,main n,levan I In a rapidly clwlglng communicaliona landscape.

We alllO would like t o gratdully acknowlc,dge the cont ributlons of pnictltionera Crom across the nation whose advice and couD1el Is found In """lY chapter. We

nllll AC.XOWLaDC:UIINT.

apprttiJltt, lhne professionals for taking lbe tim,, and elfort to share their expcri· cnCI! and wisdom. We :wo thank nur exceptional graphic deslgnc,r, Jon Woidb. for his 'll'Orit keq,ing the design of the book current and appealing t.o today'• rtudt,nL We also acknowledge his responsiveness as,..., navigatrd tlgbt deadline5. We recog- niu and apprttiate the assistance, of Angela Willrnbring at Kendall Runt who bu patiently steered us through the process, responding to requests for material and pc,nniuions and shepherding the project to c,omplction. And lully. ,..., acknowledge our unfailingly supportive families and friends whose, patience has bttn endless.

/u the Stratqpc Co mmunicatio ns Matrix c,onUnues to evol"" and moves into • new era o f strat<"gic ,-ommunkationt, mari<eling. digital and social media, I salute all who ha"" had a hand in shaping lbe proa,ss and In spreading Its use, from thooe who ftnt bud the vision to he lp create it yean ago. to tbooe who have contn'buled to kee p it c:urrenl

Laurie .J. Walson Sandy,IJlah Deermbcr2018

ABOUT THE AUTHORS Laurie J. Wilson A roccntly retired, award-winning prores,or or communlc■Uoru, al Brigham Young University, Laurie wu recognized in 1990 u the Public Relations Student Society ol AJMrica Ouutnnding Faculty AdviRr ind 1ub,w,qul!ntly sen,"'1 four yean u the national f-=lty adviser. In 2001. sh e wu n:uned the Outst:,nding Educalor by PRSA :and ii a member or the PRSA College or Fellows. She rec:ehred a Utah Goldrn Spike aw.an! as ProressionaJ or the Year in 2010. Wilf<>n has also recei\'Cd the prestigious Karl G. MaeserTeachlngAward and three StudentAJumnlAssociation E.xcellence in T-eachlng Awa.nit [rom BYU.

Wtlson received her PhD. from American University in Washington, UC., after working in public relatioru :and marketing for 1everal years. She joined the BYU faculty in 1989 where she 1erved two tcrms DI chair of I.he communicatio n• drp:artmcnt and for •"'-Tral yean directing the public relations program. She alf<> sc,rvc,d 1hr years•• the unlv,,nlty'• dlrrctor of lntemJ.hlpJ. Al the same time, Wilson co-<,haircd a national PRSA Lask force on Internship•. which creat,'CI the lint-ewr JlandardJ for quality public n,latlons lnt.,mshlpJ. Shr hu 1erYed u national chair for several education initiatives and tuk forces in PRSA, .bu served in the public relatlon1 dl,-ulon of the Association for F.ducation in JoumaliJm llJld Mass Communication. and .bu senTd on the diversity task force of the Alsociation of Schools or Journalism and M.1155 Communication. She represented PRSA on the J oint Commi.uion on Public: Rebtioru, Education. chairing the undcrgrad• uate curriculum committee. She bas serv,,d on site teams accrediting communi- cationJ programs for the Accrediting Council for Education in Joumalilm and Mass Communication and leads 1ite v!Jit team• certifying schools in public n,la- t.ionJ cducation for PRSA. She 11 on the editorial boards ol the • Journal of Public Relation1 Rc1earch0 and the· Journal of Promotion M.anagcmenl. •

Wilson 's area• of cxpc,rtise, ...,..,arch and publicat:ion include stntcgic plan• ning and lnue m11W1gcmcnl, corponate 1ocial respuru,iblllty and bulldlng commu• nity parlnt,rship•. She consulto in those areas and is an educational consultant to communicalioru programJ. In addition to tbio book, Wilson hao co-authored three other communications books.She was a member oflhe executive board of the local United Way for 20 years, and CUTTently volunteers at the Humanitarian Center for the Church or JesUJ Chrut of Latter-day Sa.in ts.

Joseph 0 . Ogden Joseph iJ a change agent with a history of achicvlng extraordinary result-. lnlluend ng how hotel controcu are f<>ld. how pcoplc choo.e vacation dcstlnatlon1, how mort· gages are 11U1rlceted, how schools raise money. and how students learn communica• Uon1 and marketing are a fewofhi.Jsucce11CJ.

D A80t1T TIii! AtTTHOU

In addition to bc,lng a ,ought-after consultant and presenter, he is cWTenUy VP or ,1r.11egy and hulghu al HYPSR, Lnc., an innovative locution -based markrtlng company headquartered In San Francisco. He is also a prorenor and former head or the PR progr-am at the Brigham Young University School or Communications.. Hu areas or expertise include strategy, creativity, messaging and building data-driven campaigns.

Joseph earned a bachelor's degree in communications from Brigham Young University with a minor in music and an MBA in markrtingfrom tbeMMriott Scbool of Mana~ment al BYU He also completed a no n-degree program In n~otlations al Harvard and MIT. He is foundrr of JOO Communications St:rategisla, a strategic 1n11ruling and comm uni co lions consultancy. He h4s v.-orked with leading organlza• tlons In a variety of indutl ri,,. In cluding hc»pltallty, flnnn chil arrvl""11, technology, hlgher~ucation and politics. He hu also been an execuliv,, speechwriter.

Brforrjoining the faculty in the, School olCommunicntion,, Joseph wu auislDnl dean o f the Marriott School of Man,agement ~nd exen>tive director of the ~l's National Adruory Council In 2010, he, necd\'l!d the N. Eldon Tanner Award. the school'• highffl administrative honor. In 2013, he wu rrcognized with the Brigham Young Outstanding SeIVice award.

Brforr coming to BYU. Ogden worked u corporate communications directo r for • DeMly $1 billion-a-year personal can, 11Dd nutrition products company. He was the comp:iny's spokesman. directed public rrlalions and marketing In Asia and managed inwslor communications for the publicly t:radrd firm.

A crratl,-e thinker who Is constantly ~'Olving. Joseph likes looking at things dilferrntly. He al10 likes getting ouuide to eydr, ski. hike, and to IIJlpreciate grrat arcltltecture.

Christopher E. WIison CWTently an assistant p rofessor or communications and head of the public rrla· lions progr-am at Brigham Young Uni.-ersity, Christopher E. WtLson receiv,,d his Ph.D. In mass communications from the Un1'-ersity of Florida when, be studied public rebtions and organization theory. His areas or exP"-rtise Include publJc rela- tions management and strnlegy, mcuurenwnt and cvaluallon, and IOdal media. His publishrd resc,an,h o n theae lopia can be, found in the Journal of Public Relations Education. the Journal of Communication Management, Public Relatio ns R~ew, the lntrmational Journal or Strategic Communication, the Research J ournal o f the, Institute, for Public Rcllltions and the Public Relatiom Journal. Hr has won I.op paP"-r awards for his research £rom the lnlttnallo nal lnstltule ror PubUc Relations Resrardl Conferrnce ( I PRRC) and the AssociAtion of Educators In Journalism and Mass Communication (AEJM C).

Wilson worked u a public relations profesaional for 12 years before pursuing his Ph.D. His undergnduate intemship turned into full-time emplayment In the public information office or West Valley City. Utah's s«ond•largest city, where be tu,Jped design and implemrnt communication efforts for city and stale emergency opera- tions centers for the 2002 Salt Lake Wtntcr Olympics. Among othe r projecu. be also aided the launrh of a multimillion- dollar community cultural centrr. Wilson then 5t!rwd u public rrlatlon1 and marketing manager for the BYU Muarum of Art. the, be1t-11tmdrd unlverahy art mu1eum in North AmerlcA. Ho directrd the, adoption of new technologies lo enhance the In-gallery ""P"-rience (cell phone audio tours.

MP3 toursandiPnd tours)and improve the museu.m's exlemalcommunk:llion (RSS (tt<b, podcuts. websltclL. ISSUU, Fattbook and YouTube).

Al BYU Wilson Leaches undergraduate courses in public rclatio111 writing and the capstone campalgn course, and a graduate seminar In public relations Issues and str.itegy. For the put two years.. his grad uate students luvc placed in the rom- lllWlic:,tions school division o( the annwa1 Arthur W. Page Case Study in Corponate Communication l'Ompetltion. He advuc,1 BYU'1 award-winning Rulon L Bradley Chapter of PRSSA.

When he l1n't running the public n,latlons p.rogrnm. teaching in the clu1room. mentoring rtudcntJ orworldng o n n,scarch and publication .. you will likely find him with hill family baclcpadc.ing in the mountains And canyons or Arizona, California, Colo rado, Utah or Wyoming.

AIOUT Tll& AUTUOU al

CHAPTEQ\ _ / THE RELATIONSHIP.-B HI LOING APPROACH TO COMMUNICATIONS . . • r / . . "/ /

. "/ · · / # 'Trust is the most basic element

of social contact - the great intangible at the heart of truly long-term success."

- AL GOLIN

Pou ••·· OP OOLUf■Aaau ·•T■&W&TIOWAL

LEARNJNC. IMPERATIVES

• To -d th.it •n o~anization's s..-vral is dependent upon esutllishint trust amon1 k~ publics.

• To undefsUnd the charactlristics of• rdationship-l>uifdin1 approach to an Df!anization's communiutlon.

• To~ Introduced to the Strate11ic Communications Malm Ha tool fo, plannln1 and lmpl,,,,.nt1n1 an Dfl• niution's communiatlons.

J CNA.PTU 1 11wrr.latio,,•hip-buildi.ngapproadtlonwnmuniculion1

,tirt,,,, Nt{,iy_,,;,., pro/lft,;t,"" Su-...nt1\ c.Ja.x,Not, 1

g-g ~•un An emotional ju:tymont of one's °"ibility and ~on issues of lmpo,unct.

adles and genUemi,n, wi, haw a special announa.menL I want to inform you that thr Samsung Galaxy Note 7 cdlpbone is complete_ly forbidden to lllkr on-

board thd aircraft. You can't have it as hand luggag.. and it is also forbidde.n to have it in )-"Our checked-in luggage.-

This announeemi,nt. made on a Lufthansa Airlines flight Oct 19, 2016, wu bceing repi,ated thoUSU1d.s of times a day at :airports around the world. Announcements like It continued Into early 2017 before the FM determined they were no longer n~-c- essary-dur to the high degreeofpublk awareness of the ban__

But thing. hadn' t always bc,cn so bad for Samsung or Ila popular Galaxy Note ac,riea amartpbones. The high-end Note 7 wu oft' lo • racy ala.rt with n,cord pre- aales and o.rden In August 2016. But not long 11\uw:ml a 1ig;niftcanl number of the phones beg.an overhl'ating. catching lire or exploding cawiing Injuries to owners and putting tnvelen at risk.

On October 5. 2016, Southwell Airlines ftight 99-4 v.,as ev:icu.ated while still :at the gate in Louisville. Kentucky, because of a smoking S:tmsung Galaxy Note 7 amartphone. Even more distressing is the fact the smoking phone had already bceen replaced by Samsung.

It wa1 IOOn discm-cred that both the original Galaxy Note 7 And r eptare~nt phone, both bad aignificant batt.ery luue.1. Wi thin two month• of their launch both version, had be<,n recalled and production di&eontin• ued. The misstrps cost Samsung an estimated SS.3 billion and ewn more in reputation. Two y,,an later damage to Samsung's reputation continues to impact the company as sales growth at the world's largest mobile phone maker lags behind its competition.

Would this be, the case bad Samsung responded dill'erentl)'?

People d on't actually exp«t ,-omp:mics to be per- rcct. But bow they respond to l11u,,a II what ac,t, them apart The rc,ponse and communal-ion around problems can shore up or destroy the critical bond of tnut between organiutiom and lndlviduals..

For example. when Hurricane Sandy bit New York City people expected to lose power. But Con Edison. the local provider of electricity. gas and steam actually saw its favorability ratings go up after the storm - despite the fat'l that Sandy caused more customer outages than any storm in the company's long history.

Con Edison was physically limited In how raa1 it could restore power. but not in how it could krep people informed. Prior to and i.n:uno,dlateJy following Sandy. the company went Into hyper communicutiom mode - delivering real-time updates on the storm and projtttioM of when power would be restored to dill'orent paru of the dly. lf you liwd between 14th and 32nd llrttts. for example. you ,-ould expe<'l } ' 01.ir power t o be rutored 10metime Tuesday between 5 p.m. llnd 10 p.m. Knowing what to expect and learning :about the utility's extraordiruuy ell'orts t o mobilize its own worlter, as wdl as engineers and malnt.-nuna, teams from surrounding stoles gave people the feeling that Con Edison was doing all in its power to ~I the lights bad< on.

Con Edison's communications efforts throughout lbe crisis secured the trust of it, publics. But so~ orpnizatiom - companie1. ~mmcnts and nong°"'mmen• tal organiz.atiom - stlll just don't get IL On Marcll 8. 2014. Malaysia Airlines Flight

CH.Al'T&R I T'Pw-r'ffotiomltip--buildi ng approod, lo cmnmunlm:liam

370 dl!p:uted Kuala Lumpur for Beijing. An hour an.,, l.al<eoff, ground conlrol losl mntxt with th<! Bodng 777-200. and II dlnppc,ored from radar.

On lhl! day the flight diJoappcan,cl, ~falaysian official.I offered \'ff)' littJ" infor• mation about whal went wrong. Not until four day• Into the International search did Malaysian official• reveal tmt they had radar evidence ruggerung the plane b.ad turned around midll.ighL Countries fro m around the wucld that bad joined the search wcrc £rwitrated that they bad bttn looking in lhe. wrong place. Some experts say lhe delay was so critical that it may now mean the planr might nrver be found becaUJI! of ocean currents.

Malaysia Airlinell a nd gow,rnmenl officials were 10 reluctant lo rele..., informa- tion related lo the inveslipllon into lhe missing o.lrcrol\ thal they completely lost lb" trust of the international community u well aa of lhi, famDles and Criends of lhosr missing on lb" OighL

Thc vc,ry act or trying to with.hold Information lhut might make the national airline- look bad made it and the muntry look won1e and hlnden,d 1hr investiga- tion. Air line and government officia.b including the prime minister of Mauiysia M!l'e not tr.msparenL They almost appeared criminal in not wanting to: I) tulk about how and why two passengers got oo the plane with ltolcn p4SSports, 2) admit !ml the plane's dala transmitter llppeared to have bttn deliberatc,ly tum!.-d oft', and 3) talk about the, pilots' backgrounds and lnvl-s• tlpte ultrrior motives.

As Malaysian official.I mntinued to release baiting Information related to the snrch. thr lntr_matlon11I mmmunity turned their trust to Aultnllian Prime M1nist"1 Tony Abbott wbosr govemme.nt w:u man- aging search efforts some 1.500 miles oft' the coast of Perth. Australia..

The ~tH370 tragedy, which cost the llv"" of all 239 passengen and m,w onboard, is an example of just bow much governments, businesses and at.hen ha,-., lo learn about 1hr importance of building and maintaining trust.

Tn•~t As wr began a new century, corporate America discovered lhmugh sad o,xperimce that trust was lhc primary lssur of mnttrn. In fact, It bad always bttn 1hr primary issur_. Then. more than a decade, into the new century. wit h aggreuiv" rclalion• ship-building strategies, businesses seemed to be recovering somewhaL But it took lhe events of the early part of this century - 9/ U lllld its effect on thr_ ec-onomy, lhe demise o( Enron, Worldcom. Arthur Aodeneo and others; lhr security brokers' sauidal; mlsmanngemcnt by mutual fund managcn 11nd many other similar events - for all secton of our e<,onomy lo realiir Uull trust among an organiu lio n·• publia is lhc singlo, most Important factor in o rpniz:ilional survival.

ln a c,risis of trust, orpniutio ns looked to profoulonal communicaton for coun- sel on rebuilding relationships with the publics upon whom lhei.r survival depended.

Ptt.opl~ 'tt'f'ik ~ el!W/ prvy,n for rimoa ofJ.loJayu,, tllrlinr,Jli/1111 »oin 111/ll Ubnuy, lwantan Alhanw, Mol«)••iCJ.

4 c11Anaa I r,,,.motion~ ip-huildingqproodtlommmuniratio,a

FinaJJy, leaders in all lrinm of organizati0tu began to recognize the nttd for an inlegn,lcd approach Lo communication lo build - or rebuild - relationships key lo an o.rganiz:ation's ruttcss. By 2014, n,search showed Lhat business held the truJI advantagr over government and was expected to lead the way in helping government e1tablish and maintain an appropriate regulatory envi.ronment (Edelman. 2018). By 2016, trust in all {our institutions measured - busines5, gO\lemment, nongov,,m- mental organizations (NGOs) and media - reached ltll hlghat lc,,.,ol since the Great Recession of 2008. T rust in business had the largest jump in trust, putting ii in a prlroo position to lead In cementing public trust in oociety's lrutltullona.

But by 2018. lrust in the four ilutitutioru did not just erode, ii imploded. partic- ularly in the U.S., which prru,ffd the lowest trust le-,ol among the 28 international mark.ell! meuured. According to CEO Richard Edelman, we are now in "an unprec-e• dented crisis of trust" in the U.S., and in many other glob:il Dlllk.ets.

Al Golin was a respttted Hnior public relations professional and founder of

Most trusted ffOUps

ColinH:arris.. :m inte:rna:tion.:al communications firm

with ollices in 34 countries. 1n 2004, he pub.lhhed " significant book. "Trull o.r ConRquences," in which he WT'Ole about his d«ades-long career as a counselor to CEOs or major corporat loru Intimately Involved In building relationships with their publics. He asserted that tnlJII Is the key demenl o{ stro.ng robtloruhlps and the o nly way lo ensure organizaUonal rucceu in 1hr long run. Golln's results with CEOs were mixed. Many, like RIiy Kroc of McDonald's, followed his advice. making regular drposits in the "trust b:mk'" and reap- ing significant benefits over the long term. Others disregarded his counsel in M't>r of short-term gains, leaving them ill-prepared and at risk wbe_n crises hit

Ironically, the =nt crisis of'trust In all or society's institutions is occurring in a time of great l'C"Onomic pro,iperity. II Is not linked to any natural dbuter or pre11- ing economic issue_ For the last 18 years. Edelrruan. one or the world's large11 public relations firms. haJ conducted an annual global survey of public trust in institutions. In 2018, °",erall trust among the informed public in the US. plunged 23 points to 4S percent, led by a decline in trust in government of 30 points lo 33 percent - the largest trust decllne in the history or the Eck,Jman Trust Barometer (see F igure I.I). Respondents said Lhat government is the most broken institution in the U.S. (59 per- cent). Trust in busineu. media .and NGOs in the U.S. also had signll\cant decn,ases.

Al the same tim<'. trust in China ,oan,d. led by an increase or trust in government to 89 pereenl or the informed public. The strengthened trust level in China puts ii at the top or the gl.obal trust index, accompanied by India, Indonesia, Uniled Arab Emil'2tes 1nd Singapore. South Ko.rea also K'Ored higher trust levels underscoring the trend of strengthened Asian markets.

The 2018 survey also shows a reversal in the declining credJl,ility of CEOs. CEO credibility rtlR SCV1en points to 4-1 penent Business is now expected to be a cbllnge agent u publics say building truJt Is now the primAry re1pon1t1oility of CEO,. even more important Lhan producing high-quality products and se.rvices.

CIIAPTD 1 Th,, nlation,h;p-1,ut'Jdfflg approodt lo communimtiom

Fl1ura 1.1 Edelman Trust Barometer t.lmellne

hll.ttlM atlebrlty CEO - NOftSOWmnwntal "'iininlions appro;ich p.uity in Ufllibility with busi• ness ;iind pemment

lNSt In buslMSS ~nes in the ;iiftfl4

m.ith of 9/11.

Shift in credlWUty - ·A p•~ llu m•• tmt'll!d i5 lht mMt credible spompe,son In th• U.S . .ind in the top thn!I! !ilob.illy. TNst in employees WiS Sil"ific.intly

hlghtr thin In CEOs.

Tn1stl1-anH-• tilil 1111• al busmou - TNst • nd tr.Jnjpi'1!ncy became .is vibl to• comp•nv·s '1!1)<1t.ition

u quality of its prod- ucts and wrvltH.

lusfneu I■ load tht llltbtlt for chanro - BuslMU held the tNSt idvonlii1! .,.., 1ov1mmtn1 in lhe m,1Jority of m.iriu1s. NCOs wt!rt <tlll the mon IJusttd ln.sti- tutfon. The public txptcted busl-s

to e~!l" in d-i- opint and supportint rqugtions .iloff1S~ IOV1'fflffltnt.

Tllo l>Mtlt fo, l rulh - TN<t in the U.S. sufftred lht lM!f· est__,•fffonled drop driwn by • Sti!fitrin!f lxlc of filth in !fOV· emment. TNst among the informtd public was the lowest of the 28 m.ilbts suMytd. beow even Russ:lii iind South Africa.

2004 2001

2002 200,

Clolwol l!tlll tlltp,ttlty - Althouth INst In busl· nus and 11awrnm•nt incrustd i40b.illy, major U.S. comp;iinies in Europt and Asl•

suffered from loss of wst wllilt European

~nd Asi"in comp;iiniu within tht U. S. contln• ued 10 flourish.

You,. tnfluMOn have ....,.1JU11 le

~-• - Younpr t lltu 125·34) Wfff mo'1! IIUsti"!I of virtu•lly rvory sourct of informiition on ii company comf)¥ed with olc!Rr efitts (35- .,..). Tru<t in Chines,

companin '1!Uhed on ali-tlmolow.

2 012

2010

,.II of 1ovunmen1 - With m.iny countrits btln1 pl"!ued with fin.incl.ii cri .. s , tNst

in !i<1Vf1nment r.ipidly docllntd. Mo<t coun• tries surveyed don't

tN<t 1ovemmtnl to do wh• I Is rithL

201,

2014

C,ew1n1 IMqu>ltty of tNJl - Tru<t in ;ill •ru, .i1 iu hl!ihest ""'"' sine• the Cr1!ot Rta!:ssion. Business

rectived the l•l!f•t inaE1se in trust. A

trowin!i tru<t dis parity put business in a new sltu• tlon of Str1!.ft!ith tr.inslatifl1 to • n opportunity to mend the trust dividt.

In contrast to prior years that saw "a person like me• or peers :as the most trust.eel inllumtial. 2018 found a revival in rel.lance on ltth.nical and academic experts as opinion leaders (see Figure L2). Thu revival 5eenu lo stem from the sharp dedine oi lrust in media - both platfoans and soun:es.. Foe the first time, media is the least trusted institution globally.

These data have huge implications for communicating with today's publics. Formal opinion leaden (e'XJ'l'ru) ha.., regained their lend poaltion u thoR moll trustrd. Informal opinion leade.n (pttn) 11UI haw an inOuenc., with a lrwt score ol 54 percent. Biogs and bloggen • •ith consldenhle followers can 1tlll hold sway ewt,:r a public on many luu,... If they are ..,.,nu topic al ~pert. or rely on experts In their posts. Employers have llso emerged as important inOuenlials with 72 percent

2011

I Clf.A."U 1 71w rrlatffln1hip-b1111dint1 .,,,,,roodl lo communic:atiom

Fi1ure 1.2

saying they tnttt t belr own company. and 63 perttnt saying a company Clll\ improve, It, community', ttanomlc and 10elal corulltioiu while •till growing profit&.

Voices of .authority re1;ain credibllity

~~•nt who .-.1, uch spokffpuson H .. rv/ ntr1!mtly cr1!dlblt, •nd ch•"I" 2017-20l8

+3 +1

.., ... u ... '"- :> ... > ... J C ... • 0 :; ... ;; ... - "' C CZ.,. ::, , ... .. .,, ~r :I "' ... ~ - ... > 1k I > • i= V ae :; I~ ... Q. "' .. ... .,, J 0 .. C ·- a ,c Z :::,C ...... ... . ., ,r; ... C "' r I: ,. a z :: f ... .. ii z ~ .., ~!• :I • II :• C ..... ~ ... ... :i: :::, • 2. ! .. ~ .. I .. 5-l'nt»u~n-...•~ •

Con1istent with media now being the leut tnttted i n1titution worldwide. neuly seven in JO v.-ony about false information or " fala, news" being used as a weapon. Communicator, nttd to recognize that people define media u both con• tent and platforms. 1n contrast to previous years when trust in social media was on the rile. trust 1.n 1carch engines and IOdal media pl■tform1 hu dccrcued in 21 of the 28 countries studied. with the steepest decline coming in the U.S. I n con- trall, tru1t In journalllm 11 rebounding. It t. more tru,tcd •• a new, 110urcc (59 percent) than 10eW mcdla plalform• (51 percent). Still. 65 percent rcceiw, newt through platforms (e.g.. social mcdl• feeds, ""arch or newt app,), Bui akeptlclsm about new, org,tniutlona bJlJ rcsultcd In • disengaged publlc - 60 l"'rccnt con• sumc news less than once a week. Fully 63 percent say the average penon cannot tell good journalism [rom rumor or lies. and the public believes media has fallcd in its uy responst'biliti.,, to guard the quality of information. educate on important Issues and provide infonruition to help p,,ople make good life decisions. As a result. people uy they don't know what is true,, whk h politiciana to ITUII or which com• p;uues or branch to trusL

CILUTI8 I ffwnlat.ioruhip-buildingapproodtlommmunicatiam 1

To N!\'Use this tttnd and heal the trust breach. Edelman asseru 1h41 eac_h institu• tlon mUJt fulfill illl truat -buildlng mandat.ea identlikd u:

__,_ Gusa m!

• Protttt privacy • Orn,: ea>nomlc pro1p..-rity • Drive ea>nomlc prosperity • lm:estigate corruption • Provide jobs and tminlng • Protect the poor

.,,,....,at a w■Ml orr,aniza.tlo,u Me6, • Prot.ect the poor • Guard information quality • c..u out abuses or power • Educate. inform and entertain • c.~uteaaena.eo(community • Protect p rivacy

Ln,:raging the array of available mN!ia maltN ii euier for public, to engage in discourse and inereaaea the number of times indmvidullh are exposed ton 1tory. We know this an enhance trUJt as peop.le oncn need to hear thinp multiple tlmi,1 before acttpting and believing. But the latest research malte1 it clear that the mea• sages need to be factual and come £rom sources people trust lo be credible.

Tnut b<,comea actionablu whe n It it built on a foundation or honelly and open• oess.11 must perme2te the entire organization from the tOP executives to fro nt-line support and sen,ia, employees. Increasingly, it is bttoming the responsibility o( companies and communicaton to ensure trust goes beyond the org.mization to the communities strategic to the organization·• survival

An interrated approach Public relations schobts have been researching .and ad\,"OCating relationu.lp bulldlas for years. Rathrr than being Cragmentrd by key publics u or ganir.utional functions have been in t he p:IJI, we, recommend an integrated approach to rrach all publics and stalteholdcrs for the organization to 'thrive m"Cr the long term .. The Importance, and role, of trust-baaed relationship bui.Wing an, rooted in public rela- tions research and practice.

When .,.bllc ftlatlou "mergrd from the jourruillsm proreuion aa preu rep- resentation for corporations in the early 1900s, the [Pllblic relations couruelor was positioned as a key adviser to the CEO. Over time, that status was lost to attorneys and accountants because the P R profession was unable to demonstnate a concrete contribution to the bottom line. Even when business entered an era or keen market competition for products and services where communication now plays a primary role in sales. rebtlonship building was sern as unimportanL

For the, lut three, decades. public relations prolruionals have been waging a bat• tie to regain a mategic role, Part o( that effort ia ■ strong empluuis on re•earch and rvaluatioo lo jUJUfy communication efforts in tcnns of thrir spc,cillc bencllts lo the aa,ompliahmcnt or the organimUonal minion. Another rmc,rging value to orpni• zations ia the ability of public relations practitioners to manage issues that affed on orpnlution'• focUJ on its primary bUJin<-11.

Corporate management is recognizing lhr ability ol communicators to manage ttrtain orpnlzatlorual issues that do not respond to tr.adltional ea>nomic and bUJl- nen principles and practices (Wilson. 1996; Wilson. 1994a and 1994b). A• a result of the crisis oC trust. ""' have finally demonstnated the bottom-line impact of building

&'8 n,~aTl""'ll'H'ltt ........ A .-tum to IN roots of human communic- and peltUHlon that fOWY1 on personal bUst and mutu.il coopuwon.

~ t"UIM.1( HLilTNHU 5tratqically man~ communication to build .-1atlonshlP1 and lnflutnct ~ ..

I CHAPTD l 11wrrlatfontJrip-ltuiltb'ngapproodt 1arommuniralion1

TIPS FROM THE PROS Strate1lc communications ............ .._,..._,u,a,...,c...ia1~,,_MSA.......,..,_.,_.._.. ..__, ........ Sodltty" ... ,_dar_,ti.~AIIIMcllr.,_.k ............ C_........, Ne a 1,-,..,_.,, •• ..., 1o ... - e1a1ma11c-m_._ 11 n.t.'s IJNt rwws on stratetlc communk 11lons: It's toffll llob• I n sodal with the potffltlal to posltlwly Impact virtually all Institutions H well n •Slllrlnt stmoti< ,ommunkatlons p,ofesslonals.

- Off, st,...lc communlcat .,.,. ..,,..,_~ - bulld"'I re<lprool relotiOftshi!K NSed on t....t, o«ount>blllty, trlnSpMon<y, othicll l»havlor and sym,netrlal """munltatlon - - lncrusintlv 11@11111ppllod around the world to lddn!ss INflV ,_ sukehoklers.

A full description ottheso epic mnds would miui,. Sl!W!ral volumes, but a w,y top-line sumfTlilry may be lnstn,rtlw:

l Publk ,.latlons - l.1 .. stratati< a,mmunlcatloftl - Is now a tlobll p,ofuilcln. It 1,u prown p<otHn, ad1ptablt ID a wide "'"II of economic, polititll and cultural systems and tl'lditlons. In my Clobal AllianCI servlc1. 1 h- -• II function su«usfully In some 20 toU11t1i<ts 511annln1 the tlobot, It Is belftt applied In support of or1anlu • tloMI obfe<tlvH ran1lnt lrom nwk1tl"1 and ln11rn1I communications to lf!Vfftof ,.11,tons ind publk 11fain.

2. Afllr de<ldei of IVOlutlon. ·sustalna blt dawlopme,11," aka "corporate soclal rnponslblllty." Is now morphlnt hom qunl·phlllnthropy to I ll'Uly lnteer,ted. hlth•p<lority commlnn.nt ID help IChieYe Oflinlmlonal (rTlillnly business) objtctiws while lddlMSint socioty's mx,o challe~ . Its many elamtnts ranee from p~;.,. .,,.,;ronmenul/enern policies to =-l•ted mnetine.

These wmlnal developments p,esent unp,Ktelfflted oppo,tunltles lot the Inclusion of stralJltl< communlu llons at the hilho'st lewls of m•Mt•nwnt. Prudent practitioners will bear in mind - and manifet - the famous ep""'" ol pulllls,,.,•phllanthroplst W1lt1< Annlnhlf'I: "Ewfy human 1dvanc1ment Of IWIBal ,an bl understood lhrouth CO<M>unicatlon:

~ •~aaT*~ fU'\CTIOlit

On• thll contributes slsnificantly to tlM 1«ompllshm.nt of , n ortanitatlon's mission

and toals.

strong rdatlonshlps with pubUe1. And w., h.,n.,, Ju.tll\t'CI our argumont that ultimate organiZlltional survival depends upon building nebtionships over the long term.

What does it mean t.n hP .. ~tr-:it.e:u1'ir?''

In this clulpter. wo, l ntrodue<! the strato,gic planning and communications process tha t drives th.. tactial dc,elslons madr by communications profouionab. But lin1 . we mu.I undentand what It means to be a stratcck ftulction.

C 11,APTI A 1 11w rrlatiorulsip-hu11'1,'n11 approach lo mmmunka#om I

Very simply, stnategy b a ,...,U-coordinated appr oach to reaching an °""rail goal. In nilllta,y stnat<gy. the °""raU goal may be to captun, • town. The strategy 11 the coordinated effort or all units to acbie.... that goal Each unlt bas its lperific rune• tion lo that end_ When an org,utlmtion ,.,ls a particular goal In rupporl of Its miJ. sion. strategy serves to integrate the efforts or all department, lo ad>ieve the goal Communlcationsisstrategic-..-benitaidsinformulatingtbeorganization'sapproacb to accomplishing overall goo.ls and then supports those efforts in a coordinated and consistent manner. working in COnct'rt with all other organizational entities.

To ell'ectively Function In that role, requltts solid reRllJ"Cb that driv..s decl• sion-maldng. II requires vision or a long-term, nalhe.r than short-h,rm. mentality. Strategic fun s-tionlng neccnitatcs a broad pc,rspective o r the o rganiutlonal envi- ronm,o_nt and all contributing memlM,n. It dem1tnda l nclsiw unckrstandlng or the o rganizatio nal minion and the goals that directly support the accomplishment of that mlasion. II requires all our efforts to be rHH.tth-bued.

Finally. str.ategic functionin g means that the communications and marketing elforu are driven by an understanding o r the organlutlon and whue communlCll- tions fits and coordinates with all other organizational functions. Smtegic manag- ers are analytical, pn,gmatic. visionary and perspicacious.

The developn1ent of con1n1unications and PR r. • ·nr•t -inn . C lnACC Business organl%atlons began giving serioua attention to communication with publics in the early 1900s. Journalists began serving as press agents and publicists for major corporations such as Ford Motors and AT&T. By midcentury, public relatio ns practitioners ,...,re o rganizational counselors. They responded to t:ra• ditional American business management practices by manipulating the organi- zatio n's environment. o n entimcs in way, that might now be considered ethically questionable. By the 19601. conflicts over issue• important to kry o rpnizlltlo nnl public, gave birth lo criala wes •-• u a key function of communlcator1. R:ather than juat n,acllng to crisu. good mannger• began to antlcipat" probl"ms and mediate them before they could aJ!'ect the orgnnizatlo n', environment and prolltablllty. and luvc .....,_,.t wu born u n lo ng-term approach lo ldroti- fying and resolving issues.

The vrry concept of issue mnnagcmenl Ill .....U Into lr.tditio nal American bwi- neu manageme nt techniques. based almost entirely on econom ic principles. Nevertheless, thert! was ob\ious conlllct between the long-term nature of issue management and the short-term profit o rientation of American businesses. Further . there was a more critical cooftict brlween the self-interested natber than public-in- lercsted approach of American buslncsset and the publics who were beginning to demand accountability.

In spite o( the conflict. issue management technique, bc,came popular in bwi- nen communic:ations practltt and pw, birth to the ro le o r communication in lltra· leek m--,c...,nt. Thu m,o_ant evalW1ting all proposed xtlon through a focua o n

~ AUfiAr!M wHI When dec:iiion-m»ci."I

In tht plannl"!I and lmplemenution PfOCtiS is based on the acquisition. Int erpret-atlon and appliution of ,.1evan11x1:s.

g-g CS:OtSlf ~ A ,I ... T The process of anticipatint and proparint to nwdiatt problems th~ could aftl!ct an o~arilltion's emnronment and SUttHS.

~ p.,j f !;IA A(;UU 4T A ton1·ttrm ilPPJOadl to ldent.ifvint and resoMnt lnun twfor. tMy bKOIM problems or crises.

m STllAn~lt .. A.foCC C T The process of ev.oha tin1 all propowd Ktions by focusint on "'!•niutionai 1oais, usually defined In shorHtrm conu lbutions 10 the bottom line.

• CUA..PTU I T1w. rwlalian,hir,•bui1d;ng approod, lo mmmun(mliot11

organizational gOll!s. usually di,fined in short-term contributions to the bottom line. Evc,n though issues must be identlfied far in advance to be dectlvely medlatl!d. as depicted in Hamsworth·s issue cycle (1990). the purpose is to save the organization future clJJlirulty, not to address the nel!ds of n.-gaoizational publics because they are intrinsically nlued. This focus brought communic:aton sqwarely into the camp of purely economiailly-based, rationalist business management

It Is not surprising that organiz.ational communications ended up here. Throughout its hi.story. public relations and business communications rurw consis- tcnt.ly mov,,d •-Y rrom a "relations" orientation. E,-cn with all our technological advances. - haw IM,cn slow to recognw, the limitations or mus communication and mus media. We resisted• ahin Crom using mus media t.o more targeted media. which m<eans we ha.-e not bttn ac:ceuing appropriate musage channels to reach many of our publics. Some still tend lo see publics as an inert IDJISS, hypnotized by mus m...tia. mindlessly absorbing messages and acting on them. The dynamic emer- gence of social media, however, has forever ~tered the bndsc:ape as use·rs custom- ize all sources of in!ormatioo and selecti,-,,ly choose their engagement The latest research and man adoption of social ml!dia should convince prnctit'lonen o{ t he need to carefully understand and strategically target publics.

Partially u a reaction to too economic (bo4tom-llne) orientation or 1tntegic man· age_ment and partwly u • result of intnnational trenda in busineu, some_ scholan In the 19909 all.empted to ahlfl the focm of public relation, to rcbaUonship building (Creedon. 1991; Kruckeberg and Starck. 1988: Wilson. 1996 and 2001; Ledingham and Bruning,2000).

Scholan and prxtitionen have returned to the roots o r human communication and persmsion in devising approaches that build more personal relationships based on trust and coopeDtion. We must view segmenting and penonalizing communica• tlon as a more viable approach to publics than mass communication.

Five trenda in sodrty should have led us lo our roou lo communlcatloo and relation- ships long ago.

The flnt trend is increasingly segmented publics requiring alternatives lo traditional media channels fo1· the dissemination or mcuages. TV pr ovides a clear example. Less than half the population watches television shows live. That number drops even lower when looking spccifically at miUcnniuls. Technology ha.s made it easier and euier to choose wh.-n and what you want lo view. Sitting down every Wednesday at ?p.m. to catch a newepiaodeorNBC's"Chicugo Med" is almost laughable. A la11e portion o r "Chicago Med" viewen probably don't ev,,n know when it airs.

In ract. our rhidy of audience hu Indicated that rven within the groups seg• mented by dcmograph.ia and psychographics, we find smaller segments which have been balM,led interpretive communities (Lindloll 1988) because or dilrerences among them in theWllys they receive, interpret and:ar:l upon messages. These shared interest groups are evidenced oow in the user communities fostered through inter- net channels, particularly social media.

CIIAl"TEI l 1',,rl'ft4tiom/t;,,..l,11i/dingapproaclttommmunkaJ;o,. ft

The ll«Ond t rend Is dnunatlcally esabting social problem.• that no longer lllfect only {rinj!r or mal'1!1nAll2rd groups In sodety. The productivity of the work (om, I• seriowily jeopardized by problems affecting romilies such u drug abu.e, physicol abu.e. gun v!oleoce, gangs. teen pregnancy and the declining quality of education. When such problems begin lo aflttt the work fotte they threaten productivity and pro6ts and must be addressed.

The thlrd trend is an increaRCI n,llance on organizational communicators to establish relationships with publics to mediate issues. T he business environment bu become lncreu!ngly burdened with social lnue1 and pr oblems that corpora• tion1 how failed to control using lntditional mana gemen t techniques. Companies are forming aUllnce1 with ,-ommunities. governments and special Interest groups to addreu 1ucletal p roblems. TIIHe actlon1 ore osl en1lbly i n the name of social n,sponsibility. but a more, :accunate justification of the establishment of cooper• alive effort• is probably that corporatioM have been unable lo aolw those prob- lems unilater:a.Uy.

The fourth trend leading us lo a relatloDJbip-based approach to business man- agement and communications i1 that business entities in the US. now face a more tmo..iedgeable and business-savvy public that demands corporate commitment of resources lo solve the problems affecting th e community u ...,u as emplO)'ttS and their families. In fact. some would say that t he p ublic understands j ust enough about t he operation of business to be dangerous. They are aware of corporatt' profitl, although not always cognizant of net profi tl venus grou n,ven urs. and they apply pressure, ror orga.nl.zations lo use their resources In socially n,sponslblo, ways.

Th<! fifth trend requiring mutually bendklal rolatlonoblps with our publics 11 tht'ir previously mt'ntloned control o,,,er ""'"'" to information. Whereas limited channela of mus mt!dia previously plllC'NI control of information In the handt ohhe organization, the prolifenationof social and d igital media hu put much more, control In thr handt of users.

Withholding information In today's technological society is virtually imposstl>le. Controlling Information or thr •spin" on Information is also unlikely when publics ha,,e many sources from which to ,-alidatr and source information. This mms ala· batarmation and dlsinCoraadoa from external sources a oignificml mocem for organlzation1. Building lrust•based relationohips with p ublics is the only approach that result. in 1uslain,-d Cl"C!dibility.

EISentially. then. we In communications and mAl'uUng must think of our pub- lics In trrms of 1tralt'gic communitia Wlilon (1996 and 2001) contend. we, must a pproach our publics u atralqClc, coopenti- co.mmanlties, focusing on relation• ablp· buccl lnlt'mctlon among all memben of a com munity lo achleve Individual and collective goail.

Building relationships u71th "l' t~l il"c From t he synthesis of the business•bascd stnalcgic management approach to pub• lic relationo and lhc alrat~lc coop,,nativ,, communltin' model, fiv,, characteristlc1 emerge lo typify organizations openating within this style of management.

g:g Mls..4f'N..,Af!Otl lnlannation thalt Is unintention• lly i~ or mlsludi"!I.

lnform• tlon thalt ts lntontlonatly lnactuntt or mlslH dint,

gg S T1lA TE~lt COOPE•Ar- CCl ... HIH'llTllS Relitlonshlp•.,.,_td lnttnction • ""'"I all rnembe,. of • community to achlwe lndMduil • nd collective ~Is.

1l C H.A.PTO 1 1'N-rrlarlrmJr(p•bur1d,'ng~tommmunicalWn•

• •

MINI CISE Tartet I Can shoppers trust Tartet'? BACK STORY As T">,...I cu,1orrwn madt pur·

dlUH on tlll l:luslHI shoppln1 day al the yHr - Black Friday 2013 - llnle did they know tl>elr ct..iit/dtblt nnl inhlrmatlon WH bein1 stolen. In what w;n the

second-~ data bruch In U.S. hlstOfV, Tifl"I later dlsclostd tM

mo~ than 40 million custom- ers' card detalli - namu, card numbers, ltXjlilfflOn datH and

CW w rlflution codu - had l>Nn stolln by (lblf lttlCU<S.

It took rarp« se\/lfal wffks to ackMWlldtt its <yitlm h., bffn haclc.td despite wver-.1 t hrnt alem from 1h1 company'• own secuti1y softwa,e. More than !WO morwhs afttr t he ori1lnal lncidfflt. Ta..-t c,~ts ,,,uled th.it an additmnal 70 million customers'

personal Information had .also bun compomisl!d. The Incident

sewlW!y dlma!l!ld Tl!Jlt's l l'l)U• tat ion 1nd dissolved much of the

trust 11 had built°"" the YHt S.

KEY FACTS Thi huklrs uJtd polnt-of•ale m•are to lmm1dlat11V tr1nsftr persorul data H custom.n _,. ch«klns out in,_. thin 1,700 TOlJot st.,,., bt!i-en Naor. Tl and Dec. 15' In addition to credit cud Information, ~ also obtl!Md customers' natMS and phone numbers as Wiil u home and tmilll addrenes.

• TillJK issued its ftrst ,_. !@lease about the incident more th•n three -'cs .tie, the initial breach. Thi security bruch was ewntuilllty trued 10 1 c.riminal .,oup in hstern Europe. F,audulent ch•~ appured on ilbout thru million cr!Odit and debit Glnls. as• result of information stolen

from Ta'lft- r...-t t.ic!Od more than 40 lawsuits as -u ill an FTC lnwstl1atlon.

Ho._., wovf4 you rdpond?

CUA."&■ l 1'hirrrlat.iomlt;p..bulldingapproaclttommmunimhonJ U

TARC.ET'S STRATEC.Y fl 'ltL 1ltho111h s:tlll UIISUl't of th<t ful l e:cunt of the lnclcltnt. ;ack,-tedl'ld lhe d1t• tw-h on Otc. 19, 2013. The compmy lnfonnfd a,stnmers of the Eions it was uklna to addrHs the~ Hsllffll them th.t • ful I-Cation WU txln1 pllct I nd pllMded I comprthensiw web P~I• ollt!,,n1 resources 111d daily updatH rwQ!td to the brtlC,h. Customers...,,. also pnwided wilb updiltfi ind information lb~h emilil FICJ!boolt a nd TwitteL Copies of T~s offlNI tm1II communiotio,,s __, poSllld online so customers could VJlldlt1! the 1Uthentkity of tht em1ils.

To IHICOU~ customer SPffldffll and foster l')Odwlll. T.-pt a nnourced 011 O.C. 20 that lh•v would bl! a/mini ;on tmployN discount to al ln•ttOl't shopJ»fS on Otc. 21 and 22. 'llwy a lso pn,,,lcltd • yor's ,_ crtdjt ,,_1tonn1 fo, all afhcttd customtr,i.

Alo"I with hlrtn1 • MW chief lnfonnatlon offlu~ T•rtet IJl!tan a seafdl for• newtv-crtattd chief Information s«uril'/ offietr ind • MW chiaf comptia rct offlur. T1ttt1 alr;o announced t hat It would s pand upwards of SIOO million t o up1r1clt PllV'"tnt t erminlls to ICCept the mort SKUl't Chip-1no-PIN urds.

RESULTS

• T•r!'Jt's online and in-stan, shoppmll traffic hit • three-yelll low folkMillfl !be brnch - only D percent of U.~ households shopped at TanJl!t In J•nuillV 2014 compartd t o 43 pertent ln J111u.,.y 2013. The cvt,e,att.ack has already r:mt the r2tlliler at least S61 milllon. Founh-quamr 2013 p,ofits Id 46 percent to SS20 million from S960 million In 2012. ln 2017, l•~ officials said the company would p;iv $18.5 million in • muftkute s ettlem•nt. tht! ll!Jftl data btelCh stttl..,..tnt .,,.,,

Sl'tould anti t ou/d thry how.- donfi ff'fOff to ,~Din ru1totntn' trust?

LINKS hnps://- .uutod;av.com/ storv/ monev/ 2017/0S/2l/torttt•pav-11sm-2013-dar ... 11.-ach-afftctl!d-consum- m/102063932/

The ftnt cluaract c,ristk is lo ng-range vision. Rathe r than selecting key publics and critical issues by their immediate effect on the org;utlzation. companies identify all potential o rganiutlo nal publics and sy,tc,mntkally c,rtabllsh relat ionships. They are wing t heir relatioru;hips to identify the luues tbnt wiU be critical in the next c,,ntury. not JU$! the, next d ecade. They luave a retpecl for people and work tOWlll'd a COnRMU$ for octlon.

The RCOnd is a commibnent to community. not just to prolil Companies lnvol\-W In the community are o f\c,n lc,d by a CEO who is peNonally committed to charitabk work. Commitment at this high level gives the organization's rommunity lnvolvcmenl strength and Integrity beausc, it is ba1ed on a slnc:rrc, desire t o scerve rather than lo manipulat.c for the sake of profit alo ne. It is understood tluat wluat ii good for or improves the community almost always benefits the company as well

The third clulractcristic. underlying this community commitment. is an o rgani• zational value orientation Pmphasizing the im.po.rtan.ce o( people. Progressive poli- des and Initiatives hued on trust o( and respect for cmplo)'t,el are usually evidence o( a pc,ople-first orientation. H uman dignity Is highly valued. and polidt-s and proce- dure• arc, cleslgn,'Cl acronllngJy.

The fourth characteristic is rooperative problem -solving. The, company val- ues employees who will work together to solve probl.crru. Employees are given the

'M CIIAPTD I 71,r, l'ftationdtip-bwUJ;n11 approarll to mmmun{eatian,

~ •ll"...!.Y9oC-'\L ~EH A p,o<HS In wt,ld, action In Heh stop is -.nined by the lnfon...tlon acquired •nd dedsions made in pmriou, sttps.

latitude to design and implement solutions within their work arc a,, rclying on man• 1111cmcnt to provldr an overall vision. tn such an rnvlronmrnt. employers an, not afraid to make a mistake because management understands that miltakes a.re indk• atlve of an e:lfoJt lo progreulvely solve problems.

Lutly. the fifth characteristic is that such organization, build relationships with all their publics based on mutual respect. trust and hwruu, dignity - oot just on self-intcruted pin. These rclaUonships engcndrr an environment in wblch com• munity mrmbrrs .....,I,; solutions where all p:uticipants win. The community begins lo look out for the best Interests oC the organization brcause It is in the community's beat intrrest for tb., organi2atlon to thrive.

Relatlonsblps with an organlutlon's publics are basc,d on critical values that huvr litt le to do with profit mol.lvaliun. The valurs oC service, respect und concern

Cor community arc at the base oC the relationships we e1tablish with peoplr. This i• evidenced in a 2017 Callup p oll. listing nurse. :as the mo,t honed :ond eth- 1<-ru professionals (see F igure 1.3). Whether we build a relationship with an individual. or with an individ• u.al representing an organization, does not change the fact that the strength of the association is determined by the salience of shred values that place a priority on people.

It is important lo oolr that durable relationships are not Cl'C!llled out of raUonallJt. bottom-Unc busl• 0011 man11gemcnt ttthniqur-. They arr crcatcd and strengthened through mutual trust. respect. cooper-a• Lion and bencl!L Trwt IJ based on honest communic,i- tion and is a prerequisite oC cooperative relationships u well as a tangible result.

The Strategic (

.. . . An1 n111 n,l"~tuu-a

Now Lhat we bav,, csllthl11hed 11 strnt~ic role for communication, in dC!\..,loping relationships. • .., an, able to implrment the planning and communication that wiU accomplish 1pttiJlc objttti- nnd !. targeted at pubtJcs immediately important to the organwtion. lf we have worked to identify and assess our strategic relatimulrips. the a,lect.lon ol ltry publics for any particular communlcatlons or 11W'ki,ting rff'ort will be simplified and much more accurate We have leucbanceoC omitting a critical public, and '""" know more about all of our publics. Part of our research is already done. We are aha better prepared to send messages brcause our relationships with organizational publics have been maintained and strengthened in our overall approac.b to markrting and communi,-allon.

A stratrgic, aaalytlcal approach to an organization's communic,ition is abso- luldy requisite. Public relatlo1u ha, WJ<.-d the four•sti,p RACE model - research. action planning. communication and rvaluation - but malting that proceu truly analytical. so that each step is determined by the information • ~-quired and decisions

C IIA PTX ll l Tltrrda tK1tu lup-bufld,,w approaffl t a mmtnunK"Ottom 11

Flcure 1.3 The most honest/ ethical profes sions

The results al this poll show the p..ant;,g• of =pandents thilt camldeltil people In th••• diffemit fields ta be honest a nd e t hical.

llllllhS

MIUTAAY OFFICEJIS

Y&Ottc "-AC

MEDICAL DOCTOIIIS

- ar POLICE

OFFIC£AS

.....c:: )UDC£S

u.u ' AUTO

MECHAN ICS

BAN KEAS

~"l KPMTEIK

LOCAi. OFFJUHOLDUI S

STATE OFFIClHOLO[IIS

l ,,_.

I USI NESS lxtCUTIVES

NAC~I MEMliERS OF

CONGRESS CAttMU"

11£l)ll'I...

LDIIYISTS

l 3 2"/o l 26 %

7 25 "/o 7 25 "/o

] 24 %

1 23%

I 19% l 18"/o

l 1,"lo l 12"/o l 11 "1o

1 10"/o

1 8 "lo

l B 2"/o 1 71 %

7 ,,"lo

l 65 % 7 6 2"/o

l s6% 1 46 %

1 43 "/o

1 4 2%

-...,on

11 CH.A.nil■ I n.,,.._Jatiorulri,p•bufldilfll~ tommmunication11

~ ltlATIC.tC co• "' ~.n1n-«Js PL.U. ll " An approxh to

communic.rtions pl~nint lh• t too,ses il<tions an th• oa:omplishfflfnt of a,pnintionol ~Is.

made in previous steps. is a challenge. l ncorporat.ing feedback d uring implementa• Lion and makln« n.,.,,Jl,d alteration• to en1ure 1UCX\Cll is even more difficult.

Eft'«-th-e practit:ionen are doing the kind, of research and measurement that helps lo make wise decisions. But doing 10 requir6 • framewo rk for applying what we have teamed through research.

It is not coough to discover the attitudes, values and beliefs of a segmented demographic public: = must interpret those in terms of the iuue or problem at hand and predict future behavior. Detennining that a publJc's self-interest regard- ing a certain iss11<e is the health and w"lfare of their dtildren is of no use unlns we tho,n formulate message, t h.at emphasize thr health and wdfare of the target public's dtildttlL ldrntlfying certain t:argeted media as the best chnnnels to deliver meuages lo a ae~nted public does us no good i(..., then 1hotgun the message through mau medu.

The 8 -Slrp Strategic Communicatio ns Matrix introduc-ed In this chapter. inspired in the early 19901 by the faculty at Brigham Young Uniwrrity in Prow. UT. wu designed lo dlrrct problcrn solving analytic:ally. using research to make dc,cl- 1ions in each strp ol communication planning and implementation. The matrix i• the tool ...., use throughout this book to support the atratrgk co-wdcatlaaa pl-'IIC p..-- and tho lmplem.,nlation or rffUltanl ptan.. Thu proc:eu !Mgiru with the identification of a problem or opportunity that sets the stage for baclt- ground research and a situation analysis basrd on the re$Carch. It outlines addi- tioiul research neeessary for decision- malting that will take plare in the planning and implrmmtatioo prores5"s.

The planningproc:eu then start,, with setting a goal that dirl'dly resolves the idem· tilled challrn.ge. This goal may or may not be a tangibk,, measurable outcome. You next ma--e forward lo determine objl.:tives - •pedfk and mea•urnble outcomes - that will cnsurc the accomplilh.mrnt of the goal. N<21 you will want to think cre- atiV'l!ly about a •big idea.• Thi, will be an """ran:hing strategy o r themr that will appeal lo all publics. Specific key publics arc then aelttted, messnge, detl'rmined and str:au,gjes and tactics designed to send lhosr messages. Cal.endaring, budgeting. implemrntatlon and rYllluation an, alJO addttsaed in a 1uu1egk wny, using resrarch as the foundation £or decuions in each step.

The Strategic Communications Matrix enables pro(eulonals in comm.unica• tion and marketing to address problems and ilisues of concern l.o organizations in a strategic way, in concert with the ovcrall organizational goals and objectives. It is enhanced by the understanding o r haa• each organizational public rorms a stnne- gic relationship. Planning is simplified because ol the nature and direction of the COOp<!rali•-e relationships alread y established, and implementation is made euiu because of establishrd channels of interaction and a predisposition on the part of the publics within cooperutlv,, communities l o gi,-e heed lo the organization's meuages.

C:11111 n,!l ru

The global community is in a crili• of lnat The crisil wu precipitated by societal inltitutions - business, govr.mlllL'Dl NG01 and mi,dia - ncglecting the relation- ships that arc key lo our success. A staggering decline in trust of gowmmenl has affected trust in the other three institutions leaving business and CEOs lo act as

OIIAP'T'llH I T'lw fffittiomlwp-lm{ld{ngapprvadt to cammuninltioru 11

change agents to regain public trust aaoss the board Strong. trusl•basNI relation- ships are crucial to long-term sUM'l'lll.

ln Lhe past 25 to 30 years. public: relations scholars and communication profes- sionals have been struggling to return the practice of the organization·• communica- tion to its strateg.ic role and function. Recognizing that we evolved away from. nather than toward, the stnato,gic counseling role we should be serving. ,..., ha\,e enm- ined our roots in communication as well u current trends in business. society and technology.

E.uc,ntlally. we are now In a better position than c,vcr In terms of driving rela- tionship building within orpnlzations. We mu1t systematically track tht! 1latU1 of those relationships to ensure appropriate allocation of reaourees aver the long term. Within th<- context of lhoae relationship•, we Clln more ell'ectiwly use tradltionlll aruuytical and strategic planning to sol,,, organizational problcnu.. The Strategic Communications Matrix provides one of the best tools available to approach all com.muniC3tions cha.Uenges :md opportunities within the trust-bas.ed rebtionship

framework of today's successful orpnizations.

I. Discu11 the corporations in your community and lhc national and intema• tional Issues they "'"" become act Ive In resolving. Why do you tbink they selected those particular !Slurs to address?

2. Select o ne or two local corporations actlw,ly doing business in your locality. Imagine younelf in the position of the corporate communications counselor and identify the strategic relationships of those organixations and assess the 1lalUJ of those rebitionships.

3.. Dtscuu what factors lu,v,, contributed to nur1es being the m""t honeat and ethical professionals today. What could be done to improve trust among PR pnactltloners?

• CUAn-&a I 11w rffatiomJrip-bu,1ding ~ ID mmmuniwtio,u

0-STEF STIIATEGI£ CDMMDNICITIONS MATml 1 UOGAO'INII

J. SfflllTICIII ANALYSIS

Planningbrgimwith al)'11them of primary and secondary rcsean:h. It provides backgr-owxlinformatlon on the lndmtry, extemal environment, orpnizatlon. product. ,ervice o r luue. It includes a 1tak.rholder analysis and ,egmrntation study that identifies cun'<'nl trench in opinion,, attitudes and behavion. Raource1 .uch u ataftlng. facilities and Int ervening pubUcs are aJao ldl'lltlllN.

Tbultuatlon analylllconallt1oftwoparap,,pbL The ftnt par,1graph 11 a atatement olthe curn,nl situation and a clescription of the challmge or opportunity baRd on n,,ean:h. The teeond .,..,..pb ldcntlllea potenlial dillicultiea that could impede 1ucx,eu.

J. Cal ...UN/ '!'be con, p.robleJQ/opportunity is a one-RJ1ter,c,e atatementof the main diffi. ~ cultyor prospect including likely consequenc.,es if not resolved or reallud.

4. GOAL AND DIJICTIVIS

The goal i1 a oni,-,entencc, 1lntcmcnt oflhc, m,erall n,1ult n<'eded to solve, the, problem or ,eiu the o pportunity. The, goal does not have to be quantified.

ioj0<1" Objttthu an, stJatemenu of 1pedfk n,sulu that lead lo achieving the goal. Objec,th,es must be specific. written, measurable. attainable, time-bound. cost consclouJ. efficient and miuion•dri~-.,n. Evaluation criteria and tools should be included in written objectives.. Key publics become obvious if objectives an, dear.

I . ■G NIU, ICI Y l'UIUCS. NISS,w;n, nllAllGII S AND TACTICS

A "big idea• ii a c n,atl\-., 1tratugy on which lo build your enlln.- campaign. It appeals bro:adly acrou all key publics. DcKribe your big idea in one ,enl.cna,. Then include n bullet forrach o( thc,,e three, components: Big idea 1lntegy. visual reprc1enta1lon and 1lopn/ huhtag.

Key publics include a description of each group that mu■t be reached to achiev.e U,., goal and objc,d:ives. Identify:

• Objectiveuccomplisbed by key publics • Demographics and ~hographic1 • Relationship with orpnization or ml.Ir • Opinion leaden • Motivatingself-interests • V'11blreommunicatlon channels

Plan 1pecific m"""!les. strategics and blctia for one public be-fore moving t o the oen public.

CIIAnKR l 1't#-rdatiomhip-l,u{ldlngappnxw.ltlommmunicaliom 11

..... Meuage design is public-specific and foeu5es on self-interests. Create a small number of primary and a larger number o( secondary meuages for each public.

Priaazy-ga are short summary statements similar to sound bites. Tbey identify a category of information and/ or communkal e what action you want a public to take. They also tie the desired action to a public's self-intcrcst(s).

Ste• 1tlay _...,,.,. are bulleted stat.cmcnts that give crcd[bWty to thc prl""")' meu:age with facu.. testimonials. enmplcs and stories. They provide the ethos. pathos and logos of persuasion.

!.tr Strategies identify what a public mun do to fulJIU an objl'Cllve and t be chan- nel(s) thro113h which messages will be ROI to motivate that 1clion. Multiple strategies m ay be required for each public.

Tac Tactics are the creative elements and tools used to deliver messages through specific channels. Several tactics are required to support each strategy. Examples arc ltory placements. YouTube videos. Twitter po.ts. special events, infogr,apbks, websites or biogs.

I . CAI.INIWI AND IUDGIT

7. IWLININTalm

Planning c:ilendars show when each tactic begins and ends and the relation• ship of publics and tactics to each otber In a lime continuum. Calo,ndan are orpni:r.ed by public and stt-ategy to show the work required. A Gantt chart is """CO mm ended.

Budgets are also organized by public and strategy. The budget proj«ts thc cost of each tactic. It also indicates where costs will be off1et by donat.ions or sponsocsbips. Subtotals are provided for each strategy and public.

Th<, campaign calendar la uJed to dlrcci I.be whole campaign. Implementa- tion wk llsll brnk tactics clown into eo.mponent law and help you lradt thcem to eomplctlon. The budget helps you manage a>11t1 eompattd with projections.

Quality control checklisll remind creaton and editors of eommon mi.stakes. Strategy briefs help to auurc lllctics arc aligned with stnteglea.

L EVALIIATIIIIII CIU1llllA AND TOCIU

Evaluation criteria a.re the desired results ellablished by and Included in the obj«tives.

Evaluation tools 11te the methodologies you use to gather the data. Thcae tools must be Included In the objeci.lvos and In the calendar and budgeL

• C:IIA-"D 1 flw~latlon1l,{p-buildif'flapproodttoC'.Offlm11m'mtion1

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Grurter.E.(2014).0ecipbcringtbe'l'ugetcbta~bowPOSsystcmsarecompro- mlsed.d«7'1'o<l!r. Retri.vl'd rmm http:/fw,rw.doctracla.rom/ blog/bld/368859/Dtti· pbcrin3-~Target-Data-Bn,ach- How•POS•Systems-an,-Compromis<,d

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Grunlg. J. E..& R.oppu. f. (1992). ·strategic """"'llemcnt. publla. and luu.,..· lnJ. E. Grunlg (ed.). Exttl/mc, In Pub/le Relation, and Communication ManafJ"m<nt (pp. ll7• 158). HfilsdaJ,,, NJ : Lawrence Erlbaum Assorwes.

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Hauuwortb. B. E. & Wilson. L J. (1992). Strategic progr.un planning. Pu.blic Relation, Rt!Virw. 18(1). 9- 15.

CII A"KR l 1"rrrla.tiotuhip-l,ufldingappmadrtacommunianionJ J1

Heath. R. L & Cowlno. K. R. (1990). IUUH mana~ment: Endo( lint dtt1Mk- prc,vtU rrport. Public R,lat/o,u Rw/N•. 16(1). 6- UL

Holli .. cr, S. (2016, SeptemMr 9). Feds will help officWly rttall Sam,ung Gabxy NOie ?. CNET. Retrieved Crom https:/fwww.CDd.rom/ncws/ rw-wilJ.fomwJy. r«"alJ-""'1• sung-plaxy•notc•?/

Hsu. T. (2014). Target CEO resigns as bJJoutCromdatabreachcon~ TiJnn. Retrk\.~ from http:/ /v,WW.btima.com/husinca/10•6 · targN-tto-20l40S06-story. html

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Kaiser. T. (2013). Targe! data breach compromises 40 mtlllon cuotomer crt<lit/ ~lt cards. Dailyfkh. Retrl"""'1 rmm bltp:/fwww.dallytcch.mm/Target • OalJl • Breach •Compro- mdcs.....,.O+ MHlian..Cu.ctames-CreditDcbit+-C4.rds/ a.rticle3396.1..htm

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/ PUBLIC INFORMAUON 4NII PERSUASIVE COMMUNICATION

''Public sentiment is everything. With public sentiment, nothing can/ail; without it, nothing can succeed"

-ABS.AIIAII LINCOLN

16T■ P&.&lla&HT OP T■S IJ IISIT&a ■TATSI

LEAR NJ NC IMPERATIVES

• To undor>und the role of public opinion •nd its Impact on SU(ttuful com....,nk.ttlon with an orpnlutlon·s publics.

• To uncle<stand the theory and principles und!N1yfnt persua• sion and how lo uw them lo chant• behavioc

• To unclrntand how to uw persuasivo appeal_.,

• To uncltntand the lttltlma tt role of ldw<KV In 1 ,.-,-m...i..t tconomy Ind lht tthlc• I n•ndards INI •PPlv 10 porsu• slw communk 11lon.

>I CRA.PTD2 Publiti1'/ormat,'onond~a:armuniatHon

~ Pl ,:.1u.l0 Oisserninilti"I information to appeal to, • thalnJt in attitudes. opinions ;and /or 11t....ior.

~mmtJWoplein• .-,kulor publk oxp,nJ about an inuo that afttcts them.

m Ar TIAII Coll«tion• ol btliok 011anirtd around an iuue or twnt thalt prtdlspose bthMOt,

s communic:ations professionals, we are in the public infoanation and persua- sion bwoineu. The ethical busi• or marketing and public roLatlons Ls in advocacy.

Advocacy is an essential 1DCietal value deeply rooted in the US. Constitution. Notice. for instantt, the citizen's right in the U.S. leg.al system to an altomey or "advocale.• T n our org;anmtional function ns advocates. ....., play a critial role in a democ:not ic society with a free markrtpLoce of ideas and a free market economy as we pto\lide information and advocate products. service11 or issues honestly. responsibly and in acconianc,, with public and consumer interest. n...t advoc:acy Ls a crucial public ser- ~ice that allows P"'OPle to make informed d«isions for the_ir Uvcs.

Becawe we are engaged in public information and penuulon, what we do is inextricably tied lo publk opinion. What publics think and believe direcUy affects how they beha,..,. M we e•tabliJhc,d in the previous chapter, an organization that ignores the opinions of its publics simply "'ill not build suJlident trust lo surv;,.., in today's society. Although this text Ls not desigm-d lo be a comprchcnsiw treatment of the theories and modclJ of public opinion and persuasion. understanding some of the basic and seemingly timeless principles o f persuasion is requisite to cll'ectlve advocacy.

Behavior: th I II lti n'Tl~li· 0 Civilttations i.a..., been engllged in public information and persuasion since the beginning of time. While much more iJ n ow knuwn Dbout what technique• work and why, not much has fundamcotally changNI in the pt'OC'esses usc,d to motivate peo- ple to act What has c hanged Is our precision In applying reourch to shape specific persuasion 1echnique1 lo more effectively reach and motivate well-defined publics tuing new and constantly evolving media channels.

In modern times. WalterUppmannpuhlishcdhisaemlnalwork_ "Publk:Oplnlon: in 1922 His work and the worl< ofsubscquent schow.rs in the field essentially define public opinion as what most people In a particular group think. fed and expren about an issue o r event o flmportance to them.

In 1923, public relation• pructilioner Edward Bc,rnays published -Crystallizing Public Opinion.• DKrting tha t kn owing what people thin k l.sn't enough, To makr a difference. ,..., have to get them to act on their o pinions and attitudes. M Import· ant u public opinion is. t.hc savvy oom municat.ions professional will always remt!m• ber that behavior is the final evaluation. According to practitioner Larry Newman. in pub lic relations....., are ultlmutdy trying to get people t o: do something we want them to do. not do something we don't want thrm to do or let tu do something we want todo.

Knowing what o ur publics think i1 only useful insofar•• it h,ad• us t o 11tt11rat,,Jy predict what they will do. Even when ,..., simply disseminate information in the pub- lic intcrut .. - typlcally do so wit h some behavioral expectation In mind. A public Information campaign about the rbk ofinftuenu im'tjUJI informing people; its pur • pose Ls to motiv:ate people to p ructice pre~=tivc behaviors like getting a llu shot or u1ing hAOd unitiier. We must det erminr what behllvior we arr tryin g to influence. and then by the groundwork t o get there.

c HAPTD 2 Pul,IJ,r i,Vormat'-1 and ,wr1umi,.., mmmWf«'Olion H

Shaping attitudes to chanre behavior Attording lo Milto n Rokeach ( 1968). brhavlor i• hued on attitude. which he called a pttdl•position t o belun,e. Working in the 1960s and 70s. he a-eated a theory of beliefs. values and attitudes (5tt figure 2.1). wbich was further developed by Martin Fishbein and leek Ajz.en as the t.heory of reasoned action and. subsequently. the the• ory of planned bebavioL Rokeacb asserted that the fundamenbl.l building blocks of ourcognltive system are beUda. Beliefs are in!crcnce1 we make about oursc,lves and about th .. ..,..,rid around us. From observ.ation. wc infer that the sky is blue. that dark clouds result In ruin, that leaves on lrffS arc gr«n. Rokcach said that some belle& are more central to an indlviduaJ·s cognil"ive syglem than others. These core belief•. o r vahlN. are typically ,.,,u cstabliJhed and relatively stable. They are dlfficult to change becaUMl they ■re fundam i,ntal to individwals and lhi,lr hl!lief sygtenu. They function as• life guides." det.ennining both our daily behavior and our life goals.

f or example, if aomeone challenges o ur hl!llef lhul k,a,,es are green by pointing out red leaves on ce:rt.ain trees,. ii docsn•t really shake our 'WOrld. But if someone chal- lenges our value that a supremr being created those trees, It call.le!S dissonance and discomfort bl'aUIIC that "value" is central to o ur cognitions.

According to Rokeacb, collections of beliefs and values organize aroUDd a focal poinL such as an issue.an event o ra person. to form an altitude. Altitudes determine an irulivldwal's beruivior in any given ,ituation. Rolteacb uses gardening as an eumple. The coUection of nn individual's beliefs - that gardening i• fun. lbal it sa,-es money. that it releases tensio n md that ii pmduces beautiful Rowers - will result in • [IIVOr• able •tt.ltude townrd gardening. Gh-en the absence of intervening attitudes. a penon'• collrctlon ofbdlo(s and resultant attitudes will motivate garde.nlng br,havlor.

Fl1ure 2.1 rn Rokeach's theory of beliefs, values and attitudes

--- B • ~ lief V • Value

ATTITUDE (predisposition

to~hovt}

For communications pro(eulonals lo motivate behavior then. tbey must Wider- stand and tap into core belie& and values that 1hape altitude•. Rokcach round that changing the coliectlon of beliefs and values swrounding an issue or event could change the attitude and resultant behavior. Rememooring that core belie& are di(. 6cult to change, wc may try to tap into a ,..,Jue and base the alteration of peripheral beliefs on lbnt central belief. We may lliso need to motivate pt.-ople lo c hange the rel• ativc importance of a belief or valuo, to help us build n foundation for attitudo, change.

Or - may introduce beliefs and values into the c,olk'Ctlon that hadn't before been considered relevant. Al any rate, ii ls important for us to rerognlu that people do not doaomelbingjust becaU11C•·ewanl them todo it orbecause•-e lhinktheyshould

~ HUC S lnferenc:H WI! m¥e about ou,nfVH and the WOtfd around us..

~ Ii LUU Co,. btli.ts 0< btl•k ctnttal to ~ lndividu:;Jl's C01ftithte

sysi.m.

M CllAPT U 2 Alhlicir{ormalionandptffUlfffflt'c.ntnunimtion

z-z 'I' -.CT I'\'( •~•u.11 ~rulwd bfflavloral UpKUtian,.

m Fi1ure2.2

consider it in tbeir self-interest. ~Ir bdlave in thc,ir self-inten,st iu they dc,finc, it. ac<'Ordlng to t.bclr ~ belleC.. and attitudes. Changing behavior n,qulrc,1 llddrc,uing those, belic,C.. and attitudC!s.

ln the 1970s, Fishbein and Ajzeo (1980) de.,,Joped Rokeach's work further to help us unde1'$1and attitudes and to predict and change behavior. They auerted that behavior was not just a result of the influence of attitudes (roUections of beliefs and wlues) but ;also of abj« th,e a onu (sec, Figutt 2.2.) Subjective norms arc, bow we, perceive others expect us lo behaVt". Subjective norms may also be bow.,..., pe.n,eive sodc,ty C!Xp«ls us to behave. Ewn more, critical may be bow w e think people, Import· ant lo II.I. such a1 Jl""rl and parents. would likr us lo behaw. Fishbein and Aju,n'• theory of tta■oned action advanced Rokrac:h's model using both attitude~ and sub- je,-tlve norms a1 tht' foundation oflntended bc,bavior. which then be,..,mes bc,havlor. Subsc,qucntly. Ajun (1991) add,..J one lldditional factor - perceived bt'havioral con• LTol - to cttatr the theory of planned behavior.

o"bo Theory of reasoned action, adapted from Fishbein and Ajzen

~ ..-.1ec:r-,11r EVf1IT An twnl that uansfonns rtadiMH to Kt into il<tual bO!IQvior.

ATTITUDIS (bd~fsondwilws rtlorrd to on lssur)

' / SUIJICTIVI NORMS

(pet, P,tsSUtt o, socio/ aptttolkmsJ

BEHAVIORAL INTEN TION

(prtdlsposltlon to bl/low) - ll!HAVIOR (octlotl)

Rokeach's work primarily addressed the belie& and values that are the building blocks of attitudes which prcdlJposc our behavior. Fishbein and Nzen 1tuclled sub- jective nonns as an llddition lo nttitude1 lo formulate behavioral in tent ion. In 1990, social scientist and public rehatlon• practitioner Pal Jacbon developed a behavioral modi!! o( public: rrlllli.o ns (Figure 2.3) that focusc,1 o n converting attitudes or behav• ioral intentions into actual behavior. His model addr,,sses a public's progression (rom awan-nes.s to actual behavior change a1 a l'ffult o( rommunlcntlon cll'orts.

lnJacltson's model, the awareness stage is thr public information proa,u. Word• of-mouth. publicity. online posting. publications and other communication tools crealt' awaretlt'SS and reinforcement of an issue. They should be designed to tie 1hr message into pe.ople"s existing perceptions and attitudes, or to adjust those attitudes if necessary. AWllttlless ell'orts miut be based on quality research to determine the attitudes and perceptions that are tbe foundation for a certain public's behavior or potential beha\ior. Fro m this awareness. pe.opll! begjn to formulate a readiness t o act - an attiludt' (Rokeach'• pttcllsposition lo beluM, or F ishbein and Nzen 's behav- ioral intention). Converting the attitude, Into action requires some kind o f tnaer- lAI ew-at such as an rk'<'tion inn polillcalcampalgn or uale al a clothing store,, Th e even I thus tr:ansforms n,lldiness into actual behavior.

C H A.P'TIA 2 Public i,{wmation and 1Hfimni ,,.. n,mmunimlion D

Fl1ure 2.3 Pat Jackson's behavioral public relations model

AWARENESS l - LATENT llEADINE.55 TO IEHAVE - - IEMAVI OA Combining Rokcach'• initial formulation. FiJhbcln and A.jun·• furthcr develop-

ment or the theory lllld Jackson's bebmonl model, we know that undentllnding attitudes is cuential in undentllllding and predic1ing behavior. And we know that inftuencing and c h:,nging the belieu and values that shape attitudes will allow us to lnllueoa,anJ change attitudes, whlch then c:hang"" behavior. Forexample.resean:h mows that efforts to ,top smoking among HiJpanic males are far more suca,ssful when the appeals focus on family relationshlps and responsibilities. Smoking behav- ior among Hispanic males is facilitated by attitudes comprised or beJjd's rqianling the pleasure and peer acceptance associated with smoking. When beliefs and values are introduced reprding relationships with family nnd children. and bow smoking alfecll their health and futures. stop-smoking appenls are dnamatically more clfec· live. Taking the three models together. - understand that the attit·udrs underlying behavior must bc inftuc nc:ed and changed (by altcrlng the ll"1 of bcUcfs). and then • triggering event .• foreumplc. a worltplaete • ,mokeout.• must be used to molivau, the behavior change.

The influence of mental shortcuts on behavior Research in behavioral economics, a field or study that combines principles from psychology and traditional eronomks. has produced vnluable insight about how people make decisions. While these tht'ories don't focus specilically on beliefs. :attl- tudrs or social nonn1. they describe the underlying cogniti,-e processes that caUJC people to behave In predictable ways. Under cerlAin drcumstances t'-e proceues may either make it cuicr or may pose signiflcn.nt challenges to informing and per- lUllding publics.

Daniel Knhneman (2011) uplaincd that the brain bu two different processing modes: a)'ltem 1 nod ,y,t._m 2. System 1 worlu quickly and automatically, without much cognitive effort and in the background of conscious lhougbL It allaws us to makr intuitive decisions by relying o n -,,tal ~ub or hcuristks. Fo r intt:ant..,, syst.em 1 enables you to ltop your car when you encounter a red. oc1ago nal sign at an inteaection without consciously processing its meaning. Couvenely, system 2 works slowly. require• focused attention and tnlces considerable conscious mental clfort. This process is more rational. is rule-based and is used to tadde complicated probl.cms invol ving multiple steps. It allows you to keep several ideas in your mind atonl"'.f!.

Because pt-ople generally don't like to exert cognitive effort if they don't haw to. they "'IY o n tbt! intuitive and som..tlmn error-prone systcm 1 to ma1tc, dedsiona. The Arthur W. Page Soc,icty (2013) identified a number of cognith'C biases emerging

~ mmu SMOflTCUTr lntuitr;e decisions that do not rely on conscious c~nitr;e processin!I-

II C KAPTU 2 AJblk i.rtfi,rmation and prt"MMl-.iw tammunkatlan

from oystt,m I intuit.iv,, decision rnalcing. Communkalioru professionals must undeNtand these, blaks l o lnform lllld pt'rsuadr Individuals lllld publics.

1-. = aioa. 1n situations where people bav,, to weigh the risk of losing one thing apinst the benefit or gaining llllolber. they become risk •v,,ne. This means that the potential pain of loss inJluenc:es decisions more than the pos- sible pleuun, o r pin.

Altdtorlnf#, People'• decillions are influenced by the most rettnt idea they have bttn expc,Rd l o. The recent idea bec:onws the baseline. or anchor. for the decision. Surprisingly, ancho ring OCXUN ev,,n If• peNon consciously under · stands that the recen I Idea is Irrelevant t.o the dttillion.

Nc-twtlw jt,11«:Ji. Pt,ople create meaning out of the limited information avail• able l o them by tr:ansforming what they know into simple, coherent narra• ti- However. these slories do not consider the compll'xilie1 of• situation and d o not :account for chance. As a. result. they DUI)' differ s:ignific-:mtly &om reality lllld cloud people's judgmrnt of fututt outcomn.

OWu- W... People tend to focus on the o utcome, of deculon1 nathc,r t han the complexities lllld unknowns ol the decision-making process. For example. actions or dttlsions thal made senK with information avuiloble 11 the time (foresight) can be seen Inter as impruden t and irresponsible because ol the outcome, (hindsight). ~ w- Pc,ople put too much confidrncr in t heir own knowledge and

o,xperth,,. or in lbe knowledge and o,xpertlK- of a group of people who think like they do, t,Yen when t here is convincing evidence that their Judgments or decisions are wrong.

Using behavior to segment publics While demognphic dala has alwayw been usdul in segmenting publics. much more useful ill psychognphic d•ta that includes the ,.,.lues. beliefs. lifestyles and ded· slon-maldng pnlCt'llel o f publJu. Knowing lb<- behavior of publics - In purchasing. recreation and other activities - helps us segment them and design more elfedivo,

meuages for •pttllically targi,lt.-d communicatio n channel&.

The notion that publics coalesce around Issues and emerge from specific ev,,nls is also an important one. particularly as ...., deal with crisis communication and crisis management. Pwyehogr.aphlcs may be of m ore help in profiling lbesr kinds of publics than demo- gr"dphicJ. bul C\Yn psycbographlca mny be of limited worth when segmenti ng publics by ia,ucs or ..vents of lm110rtance lo them.

M. We will see in tbc nrxt several chnpters. behavio r is the ultimate objrct;ve. The matrix leads us t h rough the sh,ps to mot.iwti, behavior. It helps to determinr which publics we need to target and what m essages will shape their latent readiness to act (attitudes). It also aid• in designing the specific strategics and lKtb to deliver those messages lllld to trigger des ired behavior.

C:HA"U 2 Publiti'Tformalianandpawua.;vr.communkalion JI

Pu h 1 i ~ , n I n I n 11 Now that we understand that attitudes deteanine the behavior of an individual and. by extension, a group of indMdullh or public, let'• examine how we disrowr the atti• tudes held by our publics.. Essentially, public opinion is the expression of the atti- tudl!S of a particular public. Extensive psychologicnl o.nd sociological stu.dics have been dollt' on the phenomenon of public opinion. I ts measurement - in an attempt to predict behavior - bas become not o nly a science but also a highly profitable can,c,r tnck. Moll of the deocriptions or the phenomenon ronlain similar elemrnts and can be synthesized Into a stnlghtforwan:I dclinition: PubUc opinion is the col• lrction of belier., altitudes and opinions expr"'-"'d by the majority of individual• within a particular group o r public about an wue or topic of inten,st to them.

Let's ...,.,.mine the l'lem,,nts of this drfinltion:

PubUc opinion is roUtttive. II is not what just one individual thinks; It is the coUrctlon of what several pc,ople think.

• The beliefs and ideas IJlU5t be expressed to be public opinion. Public di,;- cussion usually crystallizes or solidifil!S opinion into something that can be expr<'Ssed. The opinion must be held by the majo rity of individuals within the group.

• The opinion is identi fied with a certain group or public. not the mass or "who- ewr • Is out there. The particular public holding the opinion is ldmtiliable from the mus. Opinion """"°"'h usc,s dcmogl'llphks and psychognaphics lo identify the specific publics exprasing the opinion.

• The opinion Is fOCIJSl_'Cl on a particular issue o r topic. • The m111sea are segmented into publics dilferently from topic t o l.opic. The

Issue of embryonic 11em ceU research will create within the mass audlent-e certain public ••8)1'Cntations I.hat will be dilferent than those creat<ed by the issue of Palestinian sovereignty in Israel The topic must hold a part.icular internt to the individullh within the group. In other words. it mus1 invok"' their 5elf-interest. l ntere,t is typically aroused and sustalnc-d by events relating t o the topic or Issue. The 111cm cell debate heats up u we begin lo looe scientislll lo other not.ions lhol have advanced ,uch reoearcb. At ,omc point, other lll'WS takes precedence and atte_ntion wanes. Dul the dehAte i, again f~lt-d when ,omc- Olll' famous contracts a disease that could potentially be cured through stem ooU research.

Op inion formation Because public opinion is a collection of individual opinions, the logical place for us to begin in deter mining bow public opinion ls formed Is with theindividwaLAreview of the basic models and principles of human communic:ation will aid us in drteanin- lng bow indlvidunls form opinions.

Opinion Is buiraJJy a thought procru. We attach meaning to the world around us baJ«I on the collective lnft~nce of our put expc,rience. knowledge. culture and environment. This collective inllurnce is art en rererr..-d to u our frarlll' or reference. Within thu f'ralae of n,feff'IICJI! ..., esubllsh our own pc,nonal belie&. values and

g::i FRU!lff A ,.IRlhlC Tht coll«tiv. inflUt!no of

t"Ptritnces, knowlecll•- cullure 111d fffllironment that fo,ms our perceptual Krftn.

• CIIA.PTD2 l'wblku,fi,rmat fonandprn,&111-.iwC"'Offll'ffunka.tion

attitudes which wen, previowly discussed as the foundation or our behavior. All or our thoughu. icku and rommunlc:allve ■cu an, pl'tlttllRtl through o ur fr:une ol n,J. ""'"""• and no two individual frames of rererence are identical Our fname of refer• ence determines bow we perceive or scme our wodd as well u the communication of others directed toward us.

In the mid-1940s, Hadley Canb:il (1944} proposed 15 • Jaws• of public opinion that demonstrate the influence of an individual's frame ol reference. Those laws can be synthesized into a few basic observations that sen't' as guides in persuasive communication.

• Opinions are mo re cully in0ucnccd by t'Venu than wo rds. but o pi nion changed by C!\'t'nu require, su~ucnt reinfornemenl.

• Opinion is basically determined by self-interest. and persuasion is only elfec- th.., if it maintains a ron1i1tent appeal to ..,lf-interi,st over time. Opinion rooted in self-interest is extremely diffiNII t o c.b.ange.

TIPS f ROM THE PROS • Shapln1 public opinion ... ......,.,__,_l_,wlce,......,. ... dlW_efl'lcarll,.S--l-.y. ... f_,........ ... CIO f/lllle .......,SNltl, a-.. fllt1 cw, ti,,.,....,..., ........ ,_,,...._

With four deodH In the public afbirs and public ~ions buslnHS. l'w IHmed !NII within the phrne, "there's a sudcft born eYery minuto; lios tho tfflll'blion and ultimate undoi"! of those who intend to unethically pe-suadt! or mislead pulllla. PrKlitlonm h1Ye a cNCial and .,.,ued responslbllity to Inform the public on behalf al the orr-,1· mian. Dissominatint lactual lnfonn~n In a lirmly and pomiasive manner helps rt. publlc make bl!tm infonMd dKblons. Our Job Is not to t•e advanl:ate of the unlnfonned: It Is to educate them.

Three principles h- IJruutht me suctflS in the WOftd of public Information and public opinion.

,..._,, IS .,_ Nit ,-lie,- The p,,lllk win tolmli. a fool. but not I llu. Don ·1 sav it if you un't bock it up with ewlence or tacts. The only thlnt IIIIOf>e thon Inaccurate or mlsludln1 scacemenu- ,.tractions or confusions publi<hed when thtv ire dlscov....S. 'i'au lOY not only momentum. but lat worw. vau lose Mdlblllty.

J,-.,1 ldllL C.ttlng your men1p out flm "kills· the compotllion. Mott Importantly. It puts you In control. Ewn with bad ..ws It limits the da,,.. and k""5 communication IIDH opon. llemembB. bad news doesn't 19'1 bettef with lime. To be effedive: bl! first. be last and be factual

-•-· A majorp- in dea&ntllith public opinion i.s that "vau dan't lmawwllatyau don' t know." Sllaeuful practltlone,s wortc hard to understand their pub41cs' dulm. COOClffll Ind opinions Ind then Cm! their fMUaP acconlintly. Us• ~ tool and 1artw, -ii.bi. resurth to know you, adeftct, and be su,e to locus on the 1Ja5S-fOOU i.wt. Know your customer. and you'll know what tony, how to say It and when to say It

CIIAnI■ 2 Ptlb&htformationandpn,umn',r•nimmunimtDI n

Information is most ell'ectift when opinion i• in formatift stages. If prople already trust their leac:krs, thry will allow them the opportunity lo handle 1en1itive situations. Peop1" trust thcir leaden· decision-nuwng more when they (eel they (the people) have bad a part in shaping the decision. Public opinion i1 focused more on expected results than on mnhods to achieve those results. People care more about an outcome than the p rocess lo reach thc out come,.

E.llnbeth Noelle-Neumann (1984) bas identified anothcrpheJ10mc,non o f public opinion we characterize u the, "slttprr" effect. An individual"s fear of social rejection o r isolation 1n11y cause them not lo ..,rt,atlu an opinion they prreel\'t' to be in the minority. In other worda. vocal groups may 1uppres1 malnsrn,am or mll)ority opin- ions because the majoritybelines it1elfto be in the minority and. therefore. remains silenL This ••pirnl of 1ilence· u Noelle-Neumann t ermed it. or the "silc,nt 1n11jori1y· as former President Richard Nix:on called it, is a 1leeper factor usually u~unt.ed for in our research unless we dig for IL Noelle-Neu1n11nn idc,ntifu,d llUlll media u an acromplice in the spiral or silence because their own voice may often reflect I.he minority opinion. but ii has become one of the loudest and most dominant ,-oices in the frtt market place o f ideas. Once the spiral of silence is broken. hOW't"''t'r. the sileDCl'd opinion Rows forth liltr waler from a breached dam. People quickly discover that others think ns Lheydo and no longer remain silent. More l't'ttnlly.social media bas rivaled traditional mu1 media in the public opinion marketplaa!. Bui i i can either exacerbate the spiral of silence or ha,'t' the opposite cfl'<et of stimulating the flow o(honr1t opinion.

The phenomenon of perception Perception la an onpredlt-tablr pbecnomenon. largely because it is so individually determined. Unless you hav,, a solid understanding of an individual's frame of reference. it ls impossible to predict how th"Y will per• ceive :m event. experience or message.. ln communi- alion we sometimes forget lhal meaning is in people. Our words a nd m euageo do not tnuufer meaning; they an only i,voke images in th" minds or our publlc that w,, hopr will have aimllar individual muninp.

In addition to being very individual. perccptio.n Also arr!~ with it the power or truth. Whal la pera,iv~'tl by an individual is what they believe to be true. We ""Press lhit in c.llchh such as "Stting ls l,c,llc,ving." bol the impact of perception la far greater than we usually realize. Whether o r not a perception is :accurate has no bearing on it1 power as truth t o the prn,civ.,r. When police qoestio.n witnesses o( a trnffic accident. they gel ar many dllferenl st orle$ as there art' observers. each absolutely certain their wnion la the truth.

Sometimes pera,plion i1 so lntimatc,ly tied t o nn individual"• belief and value ,yat c,m that ii la diffic ult . if not impossible. to alter ii c,v,,n when ii is flawed. 51w>pp,ni•M-K.4.on,<>fHMgK4ng>bu,"'1""-pl«r,.

i 1

U CIIAPTD 2 l"ubllc illfr,rmation and p,!'ffuanff tmmnunimtlon

~ uuc-· - U" 'I

The function of seltc1int thocc,rnmi.r,lc~ ch~ts one c.hoo-ffS to ~ .ittffltion to.

g-g uuc-,w I' E11Cf l"Tl Cl N The subcomdou• function ofselKtintlromtht mllllons of dally stimuli only those mnups one chOMti !Opettffit.

~ IU.UtM ll(T~'llll ON The function of RIK1ing from the st1 .... n perceillttd only those m~ one thoows to tttaln.

Norris (1984) calt. th- •cut-iron" perceptions. Furt.hrr. somr perceptions an, ■hared with oth,,r■ In "group and an, "pn,(onnrd. • Wr hav~ already decided how certain thing, lhould be and that ii the way we perceiv.e them. We call thesr 1tc- reotypes. We oflen llcreotype people (e.g.. dumb blondes or computer gerlu). but other phenomena can be stereotyped u well (t".g.. gov.ernment ii wuteful or political revolution _is bad). Stereotypes are oflen useful in helping us deal with the world around us. but they become do.ngerous when they prevent us from perceiv- ing things as they really are. They are also dangerous when they c reate an environ- ment in which people are denied the opportunity to reach their potential.

As. public rdations pro(euionals. we 1hould be awan, o r Klapper·• ton<:L-pu o( IM!ltttlv.c eqwwwe. lldect.lYe percepti• and aelective retaatloa. &causr of the barnige of stimuli we recrive Crom our rnvironmc,nt. Including lnc:reulng num• bers o( mrssag,,s from people trying to per■uade us.our perceptual mechani1m also works Ha 1en,en or a filtcr to keep us (rom uperienclng ov.,_rload. Al. we learn (rom lhe u.ses and gntifu:ations lh~ry of mau media (Katz. Blumlu & Curevitch. 1973- 74). we choosr thr media and channrls Wt" pay atte.ntion lo, and wr choose tho1r meuages we want to perceive as well u th01r we want to n,tain. This is a critical principle in mad<eting. advertising and public relalions. Our professions drperul on channels to get messages to kt"y publics. but iCthosr publieure not paying attention lo the channels through which we send messages. or are electing not to perreh.,, or n,lain our mcuages. our c,fforts arr uselc■s.

For example. think about how you gel )"Otlr news. Frw people read evrry story In tbelr n.,,..1fttd from start to finish. As. you scroll through an app_. you n,ad head· line. and look al pktun,1 to decide which stories you want t o read. You do the, same with rrnail You check Lhe 1rndcr and the subjrct and often delel.e without opening. Individuals srlrctl,-.,ly pereeiv.i far (ewer meuages than are turgeled al them In a given day. and they actually n,tain even less olthe content once those meSAgCI have bem 6Jtered through the perceptual 11en.-en lo determine whrther they arr useful In fact. st:uclies ol srl.ective perception in advertising demonstrated that people actually pay more attention lo ads and consume more information about a product after they haw, purchased ii than before. Just II agenda-setting throry predict.a. I.hey are look· ing for n,iruorcemenl o( their purchase decision ralhu than Uling the information lo actUAlly make a decillon.

Selecth.., pen-eption bL'Come1 an l'\c-.,n more poignant phenomenon when we consider how nrw t.cchnologles have glv.en conswner■• or public■• control ~.,,r how and iC they rcttive information. As. prople ..,.k Information leH Crom mau media and m ore from in<:reasingly speeiAlized and segmented sources. we must become mon, sopbbtkated In appellllng to their 1clf-lntl'J'Cib. UICI nnd gratlfieatlons the- ory idrntific,s thrtt motives for media u1r: environmental surveillance, environmen- lAl dlv.er■ion and environmen!AI lnteraction.Abulc aSlwnptionoftbe tbrory is that people choOR how media will serv.e them and usr media for their own purposes.

A problem with this user-driven access to information - and with sodal media in general - is the wriable rclinbility o( the Information. Now. more than ever. mis• tnronruation abounds. Anyone with a story lo tell, accurate or not, can post it. Blog);. YouTube. Facrbook. Twitter. Lnstagram. Plnterest. Snapcbal 1111 provide a soapbox for <"Xpression. Most people know all online tnronrualion should be v.eriJled for acro- racy. but how many actually do that? Just likr we typically believe what we rrad from traditional media nrw■ aouree,. 10 alao do we bclirw whlll is onllnc - ucept onllne in(ormation is much mon, susped than tnrormation filten,d through journalists.

CflAP1'Ca 2 Public i,ifvrm,at.ion and ~r•1nui1• communkation D

What all this means for communiations professionalJ is that we must make a gl"Hter effort lo underirtand the fr.utlles of refen,nce of our kry publle1, use good reseaJcli lo Lry to predict how messages and n"ents will be puc,eived bythooe publics and design messages that those publlcs will select, retain nod act upon. But we must also constantly monitor traditional and socw media to find out the information and misinformation reachlng our publics :and respond accordingly.

Opinion leaders One of the most important influena,s in the phenomerui of public opinion and per- suulon is an opinion le..,r. Opinion luden are t hose we tum to for advice and couruw,1. typically because they baVI! more knowledge, or Information about the issue in question. We all haVI! a number of opinion leaders in our lives. They may be a uthority 6gure1 of ■omr kind. or they may be your ne><t-door neighbor. When you get ready to buy it car. t.o whom do you talk about the best value? Be(or.e voting on a local referendum, with whom do you usually disc,w1 It? What biogs or websitl'S do )--OU go to when trying to decide on a purchaJe or a vote o r other kind of :action? All of these sources are opinion leaders fnr those particular issues or decisions.. Whether their knowledge and information comes Crom penonal experience. special training. extensive readlngoranyothersource.)'-UU trust the.ir judgmenL

Studies of opinion leaden show that they are usually heavy consumers of media. ln the 1940s, Elihu Katz and Paul Laursfold conducted 1tudie1 of voting behavior that led to their seminal two-step flow theory of opinion lcadenhip. They found that crrlllin Individual• within a community search out Information from mass media and other channels and pass it on to othen. (Subsequent l'N"-llrch has altered thu hypothL'IUI to • multlple-.tep llow. Anding that Lhe numbo,r of relay■ bet,...,en th• media and t he final recei,..,r varies.)

B«-ause of their poueulon of more information, we consider opinion leaders better informed nnd rely on their advice and counsel We trust mechanics beause they consume the most credible, reliable and current information on automobiles and auto repair. That mechanic also has much more experience identifying problems and making repairs than we dn. We trust a doctor to be informed and know where to go to get the bl'St Information on medical diagnosis and treatmenL We might know a neighbor who hn• a particular interest in the plants and !lowers that grow best in our area. We trwt the neighbor"• advice because they have acquired kno,o·ledge and experience with plaoll that grow well. And their yard probably looks terrific.

M these examples show. opinion leaden can be formal or informal_ They are 1pecialut■ on particular iJo•ues or toplcs nod are better informed on those toplc,i. Research al10 shows that opinion leaders tend to be early adopt en of new ideas and products. M noted in the lint ehapter. some of the most eJfrctiv.e opinion leaden are peers. and the internet is the gi-eat equalizer for peer-to-peer communication.

Viral campaigns using opinion leaders are a new reality because people trust oth- ers who are "j ust like" them. While the ethics of such viral l-ampaigns are not yet fully sorted out_ they are already being used with notable success.

Mea surine pub lic opinion Saturday Review world columnlJ1 Charles fnnkel 1111d. "M~ority o pinion I, • curi- ous :and elusi"" thing." It Is certainly not stable. ll changes from moment to m.o ment

~ o u A trull.td Individual to whom or,e turM fo, advice be<......, of tMlr trHi.r k..-. or experience ,es:;in::li"I the Issue at hand.

l .

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M CMAf'T• • 2 l'IJhllr. ln/brmutlM •-"'ll'ffMJWMt"Olftffl1minltlon

GREAT HEW TASTE! . •/,\ .. J l' 'IJ

u dn,unutan""• llJ'l' constllrlUy changing, For that rea• son Ill one, any mcuurc o r public opinion i• nrv,,r abso- lutely accuralc. The momcnl the survey is completed. the Interview is conduded o r the focus groups llJ'l' dis· miued, I he re1ulu an, dated material.

James Stimson 0991). a well -known scholar in the ncld or public o pinion mcaauremcnl, conlcnda that most meuurcs arc not 11ttUrate predict o rs or behavior bccuuae they mc,uun, ■ttltudc1 and opinion, In t.ola- tlon from o4her mcmbl!rs of the 1odal group. He point• out thal lndMduals may formulate opinion, on luuc1 when approached, but those o pinion, ore allere<L ref\nrd nnd cryst:alli.tetl thmugh ,_IUU'uulon and in•~~

aclion with other._ Additionally. pc,ople d o no l behaw In bolntion: they are part of social systcrn, that strongly influence behavior.

Too Coca-COia Company learned this lesson thc hard way when introducing New Cob! In 1985 (Schindler. 1992). The new formulation came abo ut in n,Jponsc lo the wildly suc«ssl'ul Pepsi Challenge aclv<,rtlslng campaign that had been erod· Ing C~,a-COla'1 marlwt share. Pepsi pitted ltsc,lr apln,t Colee In head-to-head lute tesu at rn,IJs llrld grocery ,tores IICl'Ofl the country. A Pep,il representative would ,el u p ■ table with two unmarked cup■: one conlalnlnll Pc,p1I. and one with Coca· ColL Shoppers were encouraged l o IAJle both colas and then , elect which drink they prefcr""1. Too repn,sc,ntaUw would lhc,n t'l'Yeal the lcknllty or lite t wo colu with a con11<m1UJ chootlng the 1wcelur Pe psi O\'l!r Coltc,. As a rt'tull.. Coca-Cola official• commluioned "Projrct Kansu," a Jleerel cll'ort to reformulate the company's lhg- 1hip soda.

Tule tesla for the new formula showed a strong preference for II over Cob! llrld Pepsi. In opinion surveys, people expressed the beUer lhlll Ir the majority preferred the new formula. tlw,n Coke 1hould cha nge l o it. But• curious phenom.,non occurn-d in the focus groups. When the groups bcpn discu.uion. partlcipn.nu bvored • formula c hanfl'O u they did in lh• opinion 1urv,,ys. TI,.,n. u 1omc members of the group, began t o vol"" their prefettnet- for thc old formula. the overriding value of 1>crson■I choice caused lndlvldu11ls within the foau JP'O'll• l o cbllnge I heir allhudCJ in 1upport o r lhe right• o r those who prefcrttd the o ld formula (bccau,u of talle o r out of habit).

How~r. b«ause <1uanlltatlve o pinion ,u,vcy, -re Judged, al the lime, l.o pro- vide man, credible data than qllllll ta.tlve n,search_ Coca-Cola trusted them instead o r

the rocu, group,. changed the rormuln and Kht'Clull.'d a phasing out of thc o ld. For the first couple or wl'l'h pc,ople aCCl'J)led the new formula: then the o utcry or the muses for the righu or dlehard Coke loyalisu lo continue purchasing the original fo rmula forced the company to c n,atr Coca-Cola Cln .. lc - leaving the old formula on the market but olso ,caling back product ion or Ne w Coke. Thlll Is rxactly whal 1hould have bc• n prcdlct..cl from obolerving the focus group._ Opin io n 1urvey, that meuun, opinion nod predict behavior In iJOlalio n from the group mny l>c inherent ly ftawed. Cou found out that American, value the right

cnAn-u 2. Publkittfurmutlott andl'ff'lutuiwnwntffllllitatiott n

o( P"nonal choke mon, than they wlur 1hr majority•• rulr. Th., N..w Coke WIii cwn• tually n,nam,-d Coca-Cola 2 and wu ultlmatrly dllcontlnuc,d In 2002.

Furthcr. the, opinion cxpn,11cd by Individual• In • public may n,l\cct a numbcr o( tt_allt lcs olhc,r than thr opinion on that particular luue. Thr expreulon may bc indicat.iYC or party o r orpnlulional loyally . P'-"" group pttuun, lo conform o r a ttfltttion or th<! opinion of an influential whose, judgment I.hr respondents trust more than their own. And the rombinatio n o rbclicC. and attitudes that are the bub for behavior.,.... far more complex and multidimensional than a singular opinion on a particular topic. Singular opinion• on an iuut' do not necas:uily di rectly lead lo bchavior. Too many other focto,., event, and attitudes inlcrwne. Unleu the mea- JUring devic., b can,(uUy deslgn,-d and lmplemt'nt~ ii may not mcuure the most saUenl opinion and re1uh.1nl behavior, The tt1ult1 wlU be mblc,adlnll, cau1ingc011tly slr■lrgk error■•

In ,µhr o r the, dlllkullle1, Wll mutt 111.lll do our beat t o meuure public 111 ilude1 and opinion• u o foundation for per■uuiv,e clfo rtJI. Mcuurcrncnl problem• an, ldendllrd t o aid u1 In d""lgnlng reaearch that COlfft:ll for and mlnln1lu1 dlfflcuhlea. This la done to help u1 understand and heller lntcrpttl re.uha. as well wo t o de.lgn program,, that arc ftrxibl e enough lo respond lo changing opinion&. The method, for mo»uri"ll public altitude• ond opinion arc clescribecl more fully in tho noxt choptor. The moat typical ""' 1un-.,y reacardt, which yields statistical results, and penonnl intcrvil!WI and rocu• group re1rarch, which provide, qualitative n,rultJ.

V nt hn ef4-: 11 .

n1• r~• 1 •-i~ ,,,n Mon, o Rcn than not in today's environment. public re'la• lioiu enP,C• In dlueminatlng Information rather than in heavy-handed P"r■uuion. Knowl<'<IJ!e und infonna• tlon att key cognitive clrmcnl1 that help llhapr ■Ui• tudn and opinio n. Fllrthcr, public information provldn thr awarenru foundation n,uraa,y for prr■Wlllon lo clfl.'ctlwly motivate public•. Nevertheless, aotndimn t!Wn objectiYC information or benrfit lo a public must bc dalgned and dell\-cred In such a way u to dnw the ■ucntlon of publics accwuomcd t o ftltcring out mes• sages to~ntov,,rload. The message ita,lrmaynot be dnlgni,d to prr■uade. but the targeted publics may nocd to be P"r■uaded to pay attention to the rncrug,,.

Neio•aom. Turk and Kruckeberg (2018) contend th.al prople are modvated to action through pow-,r, patronage o r prrauulo n. Power may be 14'gltlrnale authority, peer group pn,uun, o r lnfo.rm■I 1l1tua.

PalronaJe ii 1lmply payl113 for th.e ck,1lrrd behavio r, cithl'r monel■rlly, In kind o r by favor. Pc,nuuion. lhe m ethod moat UJrd by publk nelationa. typically ln\lOlve1 Information dluemlnatlon and dc,vbe, ap1,c,ab to change attlludt-1 and opinions lo achi...,, th<! dHirrd bchavlor.

Method, and approaches to penuadlng typically (Dnll on getting I public l o pay al1entio.n t o • mc...ge, aca:pt it and retain It . Yet pc,nuui,-r attempt• fall 1hort Ir they do not address m otivating behavior. Carl Hovbllld's Yale Approach suJfers from

1l •

M c NA,n• 2 l"llblk llt)iwmuth111 ond ,-nuotlw ,..,.n,unbtl0tt

'ii

llesiwnlnt • mnSift to lnfl...,ntt how an iuu. or ....m is Pffltiwd.

jw,t auch a ahort(llll Hts four-alcp approach add,_..,. puauadlng people lo a parlk• ul111 o pinio n through gaining atlenllon, d es lgnl113 the message, for compreherufon (undcratandin,). creating acceptance through appral t o ..ir-intcr.,st, and finally. ensuring retention through weU-org,anw,d and pr.,sc,nted arguments. Hovland belin,ed attitudes change Ir you change opinion. But, u we hav,, seen, mer"1y chang- ing opinions is insufficient. Unless attitudn and opinions an, changed in such a way that they motivate tho behavior - a.,, 11<.-eking. we hav,, ex11Cnded valuable ""sollreff (time and money) t o no avail. Behavior change ii no t only the ultimate m easure of 1ua,c,u, but al10 pn,vldeJ the, relnforc,,ment n"'e11ary to retain an attl• tude c hange. And u Jaduo n aucrted , changing 11tltuc!N is no t sulnd ent: behavior mu.ct be triggered In""""' way.

N not.ed earlfor, o p inion leodcra ore trcmendowlyell'ectivc In mot:lvatlngbehav• lor, A public'• n,Jlance on known and trusted o pinion leaders ii often the key to moti- wtin, behavior. Reaching opinion lcodt-n with media message,, is one or the most e ·ft'ecliw prnu.uive method.a uaed in pubHc relatio ns today.

Us ing mus media to Influence publics II IJ Important to ron1lder the •ll'ect o( mu1 media In pc,nua1lon. M<<:om ba and Sh•••·• agenda-setting thc,ory rontc nds that m- media do not te ll pc,ople what t o think; rathe_r, they tr.II pt'Ople what to think about Media aets the agenda or dr1er- mlneJ1 what ii Important. and. a, Luarueld ""lte_notes. they 1erv,, to relnfo= exist• Ing altitudes and opinions. USCI and gnlli6catlons thoory lllllrnu thnt pcopk- choo1<- the mc,dia they pay attention to hued on thc,ir own nttds. A11'-'nd••1<-lling otudica have also shown that people select what they pay attention to for the purpoR of ,.,in. forcing the dttlsions thc,y have already made,. ""°Pie who had aJready purchased a car were the h.-avirst romumetl of car ads. 11,e same, phenomenon is true acrou the board. People ctioo.e news channel. that p roj«t their amc polltkal and social opinio ns. The, vut majority o( Sean Hannlty"• liltl'nrn are peo ple who a,gn,e with hi• political. social and ceronomlc attitudes. For all or these ""MOns. media haw no t tradltlonally bec,n con1i1forcd pcnu1de ra.

N"""rthdess. additional ""•earch ha1 disc:m..,,..,.J what are called ll'COnd•lt'Vcl 1genda-1r1t1113 e.lfecu (al10 known u m<dia &amlll,> that d o have pcrauasln pow<!r, In their deliw,ry or• 1tory, media · fr.one· it with a set of attrlbute1 that alf..,1 how the audience pe_rceiw• the 1tory. In an extreme u;ampl.,, mcdlu may report that a rnsn drank the walt,r from a well and dk-cl The i mp.,,..ion 11 thot the water wu contaminated and killed him. But detail omitted from the brief media "'port may have changed the pcrce_p4 ion h11d it been Included. Suppol<- the man wa, 1ulfering rrom terminal canttr and had returned t o th.- (arm o rh!J youth to drink o n ce m ore from It■ pu.., _terbe(o.,, he died. That changes the 1tory entirely. Th<,re I• n o que1• tfon that media fntmc 1toric1 a nd the reby Inject bias. whe t.her Inte ntio nally or not .. In public ,.,Satlons. we "frame· m,,,11ugca t o pcnuadt, publlc1. But wt, mw,t always u,e care to ne,"-r rnome me11age1 in deceptive o r manipulative Wll)'t.

We 11,.., In a changing wo rld where some ....._..u.. personalities ,eem t o haw Iran· seended th<.' role o r lnrormntio n provider ind agl'nda 11etter: certain romfflC'nlatora and nl'WICUten have obuincd n celebrity mlw, that has made them u influential u opinion leadt-n in shaping public opinion. The, riots In Los Angeles foUowing the \'erdlc1 In t he Rodney King cue in the 1990s..,, a poillJlalll warning that media. and the 30•11CC!Ond sound bite. mny hnw mon, pow,,r than previously thought In 1haplng

c 11Anu2 Publk llf/ormatlon onct~nuaJ,.,tomme1.ttkatlolt n

opinion. Although ll Jury in a truJled judldal ll)'ll"m wcighc,d all the, available, cvi- dc,ncc and rendered It• conclwlon. moo or Amc,riCil had already dc,termlnc,d guilt buc,d on more llmlt.ed and •framed" information provided by nc,wscuten. new•• mag;ulnes and talk show hosts. M ore rcttnt aampk,s or conftkll be1,.-..,n police, and African American communities reinfon:e the power or mc,dia to frame atorics and. thereby, inllu.cnce opinion in the abRntt or all the facts. As advancing ttthnology exlla'rbates Lhc isolation of indivlduala in our publka. media cclcbriticel like, Oprah Wlnfrey. Lester Holt and Amie non Cooper have Ix-come, increulngly inllurntial.

Out o( mllU media n,acan,h have come, other theorlc• that Jll1)V\' uacrul t o our penuulv,, c lforb, Media priaJac 11 one auch thoory, Rescarch bas shown th• power or mt'llla to ·prlrnc" publics at crucial poinu In a political or a«lal proc,cu. The aallcnc:c or importance, or luura II affc<ted by the amount or media coverage thoac iuuc,1 rc,c:dv,,. Whlk, priming elfc<11 dlmlniah over time, new llories can be introduced to revive, the iuue at key point• in "debatt!, ck,ctlo n or other dN!llion pn>tt:aa. A- s killed public relation.a practitioner• pl11ce t:ruly newsworthy storie. in m.us media, we cnn activate, priming t o our penuuivc, advantage.

A powerful unmplc or thia occurred in the, Elizabeth Sman cue,. Elizabeth waa abducted at age 14 Crom her wnily'1 Salt I.au City home on Junes. 2002. The story made national new-. but the aean:h for Ellubeth turned up nolhi"ll in the daya that folloo,-ed. Nonethclesa, an adept public'. relation• expert hired by the S mart family kc,pt the atory alive loeall)•. rek,ulng new information a nd detail• about the lnvu- tigation every rcw daya or wccb until Elinbc,th w111 found nine, months later on Man:h 12. 2003. In Sandy. Utah. 18 mill,• from the, 11le or her abduction. Thi• II an c,xtraonllnary exnmple of media priming - lkllng able lo keep the atory allw for nine long month•. Elizabeth wu found bccawe memlkln or the publk recognhc,d her capton Brian Ml t che.11 and Wanda Barue from 11ew1 plc1ures they had acm - despite the (ac1 that they were all wearing wig, at Lhc time of their capture.

Persuasive appeals Elfttt.iVt! pt,nuuion a lway• requl""' aome kind or a1,peal lo aclr-intC're.11. Al will ht, l\tlly explored in a later chapter, scll'-interest should not Imply aellishness. Often the moat effec1lve pt'n ... m ...,...a. are to our public,· better nature: for the benefit or commun it y o r aociety or diaadvantagi,d populatlollll. Appealing t o the aclr- lntcre•I o r thoac you are t rying lo motivate ia nn eaaentlal elerncnt or all pt,r· 1uulvt1 me11age1.

Perhapa the most elfrctlve rormula ror pc,nuulve appeals datea baclc more than two millennia lo the, pbllo10pher and rhetorician Ariatotle. HIJ clauk IO!lot (logica l :argument). patho• (c,m otlonal appc,al) llllil elho1 (sourre c:n,dlbility) are u aalic,nt today u they were In ande.nl Greece,. The,., thn-e appeal, corutltute the majority or perauulv,, appeals W'l'<I In communication . c,lther singly or i n C'Dlllbinallon. Theac appeals should be c:areJully sc,leeted to address your public's O\ci,rrldlng scll'-intercsL

The meHage 11..,1r i• a kl'Y element of a penuuivc a1>peal .. II ahould appeal lo an individual's selr-intcrest and we other appropriate appeals based on stakeholder reaean:h. Equally ns lmportanL I he mL'llium or channel for dcllvcr,• must be can,fuUy sc,leeted The medium mw1 be ettdlblc and belicVllble, capable or reaehlng the target public, and ll'chnologlcally 1uited t.o the meuage llaclr. For example. tdevblon has high crt!dlblllty a nd mrui1 vlcwenhlp. but It ia typically 1ultahk, only ror sho rt, simple mcuageL Detailed meH11gc1 an, better convc,yed through prinl llllil onllne media.

lncr11s1,. ti. s.,lltnt1 of • publk lu ... throutt, mneilully timod modi• cov.1111.

g-g H ., .••. A ""'Ill App11l1 to wtt-lntlfWII to onhanc1 tMllu.ulon and motivall blhNOr.

M c KAl'T •• 2 Public (,Vormatlun and ,-numlw f'Offflt'IU1tkatl""

MINI CASE Arby's I Wt have tht twHtsl

kEVFACTS

SACIISTOAV Thl11t1 ,..rt looldnt bad for At11nta-b1Md Arby', Ant.aurant:1 In 2010. Th• rn1.1ur•m ,haln had thl oldnt cu,tom,, blY In 1111 Int food indu1trv, Hin hid b11n ,hrlnlclnt and I p,ominent lnclullry 1nalyll had '"'' p,onovnrM Arby·s pe-tformann .as amon1

· 1111 ...ant In fflOffffl rntaurant history; Arby', WH porulvtd'" unhlolth'f, out-<11· taudl and lneftvilnt In the national fast food conw~ion. In an effon to turn 11ound the fortu- of thl so-,.ar-old .. n au11nt (haln. I - IHNllhip tum ,pu rhHNd an ... HNI bulinen ltrlttt'( in 201) Iha! involwd rtmodollnl , torts. lntrodu<lnt new ,,,.nu Item, and dewloplnt a new m1rk1t• Int and putllk rtlatlon, approach.

Arby's customer but was amont Ille oldest in the fu t lood i ndustry. ~nv people lh'"'lhl Arby' 1 only '°'d t0alt bftf Silll>dwi<htS. Mlllennlals tended to favor fast-tasual ..staurants fi ko Chlpot11 and P•-· 4111y·, J, JOO tlobill rtsl ~urantl ~ lou S1SO 000 In H ie per rt11ou11nt _, lhl <OUlff al four vwars. Accord Int to Chief ~rltetlnt Offlar Rob lynch lhl Kall of IMSI IOSSH for. brand this liu - · usont~llv catanrophlc."

Wh,c~ o(I ,ummunlcatiun 1"""1/t. °"' . ~ . • <L,..pt wou1'yo11•" le ,s...., I&> 1'• ,-,upllon,.,,,bl• t ? AAIV'S nAATtGY A koy <Offl!IOn•nt of Arty', m1IU'lint uni.yy wu to rt1K>lidon lt~f u <rHIM 111d cutturilflv ,elwant tlvouJfl ill UH of -1,1 mtdi.a. To ilCCOmpllsh thlJ. Atbv' s 1C<Jal media tum fotuMd on liitlfll"t to wltat mi11InlIl1 and rtlrt•tl lnllu.na,11-• oayln1 ;about t ho bond. wltlch onab!od Arty' s to ln<ml ltRtf Into rul-llmo con..,.allons .,,,.,. ,, made lhl most Hnst.

Ourlnt the 2014 Grommyt, Arty·, -lal midi• manll!ltr noticed that ~pie- t.>llrint about how Ph1rroll

WHOaTIJ' hat looked llkl tho hat on the Arby's lot<>, This ln~!lht o~ned a .S- for Alt'f's to '"1119 with• c~leb· rity lnfluencor with more lh1 n 2.7 million Twmor folloo,wu , Artiy'1 immtdl11.ty i...ttocl PhaneU W~llami nkin1 for ,u hat back. WIiiiams twHted biKk •slc"'I if Arty's was trying to "start • rout bHC" Followint the c;r,mmys. ...,,._n Wt1Man1 put hi, hat up 10< auction on 18,y. ht '-led lo Ilk the br•nd ~ It w;inted hi• hat. Substqutnlly, Alby's put In the wlnnl n9 bid {S44,100) on l hl h.at and tweeted Wllllam, th at Art,y's wu happy to support lhl

r auw 1nd to ,itt Its h11 bock. A,tr{, also wkhed W llllani 1 00d hick at the Ole•"• On<t Ar11¥'1 hid the hat In

CHAl'TD 2 1',t,lk- f,rfr:,rmafiottandf"!.rtUCU/t•nwMtunlnd""' It

IIM!d, II worked with thl N1w11um In WHhl!lllon, D.C., to cre111 • ttmpom y bhlblt wllh Wllll1ms' hit H ••n m ll;att of 1oclal midi• hlsro,y." The openln1 of th1 uhiblt "'"promolld on -1..i midi• and wn covert<! by 11..:tltion•I medl• outln,.

In 2013, Jon Stewart, hc>St of the · 0.i1y Show" on Comedy Cent~I. r,nclomly blt•n m,kln1 fun of Arb¥'• on aiL So!M of hi• tlntu• lndudodone•linors i kt "tht mHI that's • dal1! for your colon" • nd •111oonly food muifltd ,s • ••• crimt." Th1H Jibs•• the br,ncl persis ted for two yu,,. !Qlher than 111 up111 and try to forte l he popul• hon to 1top joklnt •bout the brand. Ar!lv's waittd for th, pert.ct opporlllnity to 11!Spond In • humorous w.t th•t would l'HONlt with St11W1rt'1 ~""If• audience. That moment ,rrlvtd In FtbllMIV 201S, wt,en Sttw•rt 1nnounttd his ,.tlrlffllMI, Arby's bt91n itt r11')onw by 1-tlnt 5-art • Job offft, dlMlint him to u m~ubys.com, The._, ,.,uttld In more pl 1yful. on·•• ridkule hom s-"'- The br,nd • lso creattd two commen:llls th•t r1n durlr>t thl 1«ond•to•last show, Ont 1h1,.td S-•rt for his mockery of Ar!lv's ovtr 1111 yH~ In • montate of 1111 in1ulu 111 to mu1lc.. Tht othtr lntrocluucl • new undwic:h on its Htrtl menu In Ilona, of StfWilrt. Th111 spots were • l•o posted on YouTUbt. Fln1Jly, Arby's iolCUlld I spot for lU CED on S111W1rt's fl nal 1$11Sode 1ndworkld with thl show's produc• •" to feed .audlenn memb..-s while,...., ~ited In Hne prio r to tt,e t'api"I,

h~,clt of th,cammunicllrion rh=' ,., ,twJ ,n tit • rhaptrr dill An, • 11ft ro e,/dr,n /11 prtcrprlon probt.,,,,1

RESULTS A,by's pt,a,1111 Will~~- lwlll ... ~ widtlly r1a19niud u thl best IWIII of lhl 2014 Crammys by indust,y publlcation1. Addltlon,ity, It mulled In 83.000 11twen5. 41.0001-avorllH, 10,700 ropllu t nd 5,000 new Twl ttlf followtlS . Art,y·, )On Stew,rt lob ofl1t - reolwd sltnlNnnl Cowntt from trldl1lon• m1dl1 outi.ts •nd hltl'I •nc•- ment from 'Twitter users. A,1,y·, custom •ds •10 p-•d tradltlon1I mtdl1 tO\/t,. •nd ,,..,. th•n • mUllon vltw1 on YouT\lba. a. .. d on Arby's 2015 lltl.,nd •t reports, th1 chain 11po,11d sam .. 110,. 1alH 1fOWlh for 20 consteutlve qu•t11t1 It 1t10 roporwd thilt t he pe,untap of nillenloll••1111custom1t1 lncruwd from 38 pe~,nt In 2012 to S4 ~rc.nt.

Other Cacton beyond th• mi,uag• itad( con haw an Impact on a p,,nuulvc appeal's c,ft"ectlwness. Reminiscent of Kahnemmil system I and 2 cognitive pro- coesaes, n,sc,orchcn Richard Petty and John Cacioppo (1986) clcacribc,d two roulrs to persuasion u part of a theory th<')' called the daborulion likelihood model The cen- tnal route (Kllhncman'a ayslem 2) lnvol..,11 dttp thinking about and cognltlw elabo- ration or the l~c. ovldencc and argumenu or a p,,r11un11iw mesuge. Pmple an, more likely lo use, the central route t.o proa,as mt11111ge1 when tlk,y are highly i nvol~-.,d with an luuc and cl1)oy tbinklng dt-eply about dUfercnl ldeu.

The peripl,,.ral route (KahMmanil system I) usc,1 mental 1hortcubl. or heuriltlc"- lnltcad of mcuage proceulng to help a penon dedcfo whether or no4 to be persWlded by a mo,u:agc. Psychol.ogyexperl Robe.rt Cialdini (2006) Iden lilied six mcental shortcul1 that we ...,1y on to determine whether or not w., will allow o~h,-.,s to be Influenced.

L C-iatrncy. Once committed lo m opinlon. people behln-., acco.rdingly. And tho.., commilmcnll an, relnforc,ed through b<,havior. Studies ahuw that ,,:,1- untcera 1erving • caute are much more likely lo donate lo Uuit cau.u th1tn those, who ore, nol lnvol\-,,d.

2.. R«lproc,lty. Puople will ■cliwly aupport 1mnethlng Ir they (NI they owu aomethlng to the p,,non or orpnlullo n Inviting their 1upporL

40 C' HA"U 2 /l'uhlkln/t1mtatfflnond,-nuo,lwt01MmnkatlM

3. C-- This ls the bandwagon o,ll"ect. People :an, inlluenc.,.J by othrn' bc,Ueft and bc,havlon. Gel II lo t of peoplr lo we a product, o.nd ewryooo thinks lhry ban, to ban, iL

4. AadJlori(), (epbt'- leoder.). Pcople follow the advice of someone they trust who bu lmowledge on the aubjecl

S. &:m-clt;,. People rush to support o.r obtain something that ii disappearing. I! 1hr availability 11 limited. people want to get ii before it i• gon e, whether or not I.hey really need it ..

6. UW..,. P.,opk, are more likely t o be inlluenCNI by people they like. Pcoplc like o thrn who arc almllar t o thrm. who pay them compliment• and who COOJH!r- ale with them.

Not aurprlsingly. r..-arch has shown that persuasion generated through the cen• tral route lulJ longer, Is more rc1lst1nl 10 future pc,nuuion o.nd more predicth"' or actual behavior than penuu-ion through lhe peripheral roul:e. Aa a recult, N!-Warcher Daniel O'Keefe (2013) explained, '"The plain Implication for penuaders ls that cen• l:ral-route pcrsuulon. though Jlllrhapa mc,re cllflkull to achieve (becaWIC ii requin,a c,n1uring greater elaboration by meU4ge recipients). bring, long• lcrm bcnt!&IJI." This mc■na that mmmunlcaton 1,,ekln11 IHtln& change moat llnd cr,,atlve W■}'II to get Indi- viduals and publlca inwl•~ and cngagcd In the laues they are communicaUn11 aboul

Researth •bued persu.aslon efforts M you can IN' from prtt,,dlng dlac.-uuion. while much research has bt.'C!n d ooo lo undenbnd and perfect the persuasion process. there :an, too many Vllrlables in the human psyche and behavior for pcrswision lo be an exact sclc,nce. Every public. every 1ltuallon. every purpose 11 different and requira extc,n•ive examination and analysis. No perfect formula cxi11J1. E"",y cll"ort lo persuade Is different; no two are alike, although some slmilarillc, mny e:ci1l. Each rffor1 wiU require fresh thought and new Ideas. baRd on solid rctearch. We necd lo do nescarch t o understand our publlca Intimately. We need to know their d.-nlOlll'Dphlct and p1yc.h011r1phics and refrain from relying on o ld racnrch for lhal infonnation. Fre•h data and ongoing research ls nettasary to undcntnnd lhc oontinualiy c hanging publlc1 we addreu.

Further, oow research Into penuuion techniqua and uppeul1 la conatantly c,merging. For example, we know from raearch that widc1pread use or prod- uct-warning labels may be, re1pon1iblc for ronaumcr dnenaitization to thc,ir afety information. They are no longer o.n efft'Cti"" communication lactic to conv,,y safety procedures. Research also 1ell1 us lhat whrn we wanl lo get a public to adopl • prc,"'ntl\'e behavior such as gelling a llu 1hoL that a pin-framed ml-SID.lie 11 m ore elTcc:tlw (e.g.. avoid getting ,lck this winier). But when t rying to motivate 14:n.'Cnlng behavior auch u 11,t!lllng • mammogram, lou• frarnl'CI menages work he11 (c,.g.. fall · ure todelecl lumo rs early llml11 yuurt,.,.tmc,nl optloru).

Similarly, much reaearch h•~ been conduc:tcd o n cllfl'crent public segm .. nts. w .. havt' extcnal,.., dllta on the attit"udea, li(cstylc,s. wlueo, bcltavlora, pr,,forenl..,. and media use of every conceivable public sc,groonl. We have a,'llllablc to ua c,xlcnsive and continually updated pro&le1 o( publico based on age, ethnicity, religion. rern,- allon. politlc:al leaningJ.apcclal Interests. hobbles. profeuions o.nd ewry other poul- hle scgmenlatlon. We know lhcir media habita. their Information p references. the.Ir opinion lndt!n.. In today'• dllla•rlch environment the.re ls no ne.!d for guesswork.

Fl1u,. 2.4 Guldellnes for chan1ln1 attitudes and opinions

' HHAIICH

• An•lys:is al 'IOU• k@V publiu a.nd tho rMsntf to b• .. nt stlould demmlnt t ht pwww.e ,appHI Of combination of •pia•I• UYd.

• S..Cctuflll 11«1ua.ion consld..s tlw belllft and values GIIOUP IN,LUINCI AND SOCIAL Noues

undfttw(ng •ttltudtS ff -11 H 11t1t udtl I nd oplnfonl . Opinions and 1111tudu ,,. SllCJntly lnflutnctd bf tltl lMtivH l""'PI to which a ptr1on balonp o, wann to btlof11

. A penon II typk1lly ,...,rdod to. conformlnt to tht HLICTIVI PHCDTION 1tandardl ol tlle 1roup and punllhtd for dftt•IJl'I

• The ptopl• YoU - - to fHCh In yc,ut tar• fromtMm

pl 1udi.nu.., Ille least llbly tot. prutnt . Pwopl1 IMlto tht strontest tin to• 1ooup 11t p,al,· or to choow to pllU!w your communication. ably tt• tun i nfluanud by massaces dial conflict

' with ln!Up standiltds, ,, MISSAGI DIVILOPMINT . Opinion, exp,ustd or 1h1red with oth1r1 •• typl• . Whtn opposite Yltwc n prwwnttd ont 1fttr anotlwr, cally har!Mr to than11 than opinions htld pltvably.

tht on. prutnttd IHI will p,obatllv t. mo,. tfftcttw. . Audltnu ~rticlpatlon helps owrtomt rubl-. . . Oe1INN1 opinion t hin.- 11 mort linty II '/OU uplkltly

sU tt l')ur concluslon, rl!htt thi n lettlnt tht 1udi.nct SOUIICI CHDIIIUTY draw iu own.

• A hltfllv crtdlblt communicator ism- llktly to . A stoonc thrHt m1v be leH .tftctM thin perwocle opl1,lon thl<lt- than som1on1 witl1 low • mild threat In induclnc tht dtsinod attitud.ch11111, c,.dlbllitv: ,_,.htlft,. ttwcommunlcato,·s ,,.di·

. aw, cim., th1 rifKts al• ~ carnmuniution bility 1, less al• fxtor ow, tlmt situ ~ tffld to tt nd to wur off, but ,..,..u,,. • m11ptt u.nds to ,.mtmi.t ldtas lo.,.., than they ttmtmi.r sourcn. p,olon1 lb lnflu, nu. • Communkaton' motives • lftct their ability 10 Plf·

. Tho mo,. ••t,.m. tlw opinion ch,,,._ ,-quttttd, Wadi Mid motivllt. the mo,. actua l ch1nt1 ls Ubly to .. w11. • Commlfflk.ltors ore more t lffttlvt II U~uprHs

somt .ltws lhlrtd by tht 1udi.nu.

• Tht 1udlenu ·s opinion ol tht ptrsu.dtr Is olttn dlrtct ly lnflutncad bv Its .attltudt tow~ ti. fflllSI ..

w., have information Ut.,rally at our fingertips t o construct p,,rsuasi,-., eft'orll that havo, h igh probobllltie1 or 1uca,11. I I W\l 1■11 . ""' 11rob11bly d idn' t do the, n:,..._arch. The point II that we need l o acttSS the, most current dllta ond 1t udh,1 to k'.lect o ur channel• and tactka and to ronat.rucl our mC'Uagca and app,,ala ao they an:, the moil eft'<'Ctivo,. The Lcchnlqu c1 1hown In Flgun, 2.4 nrc c,nly a ,ample of the kind, o( t ip• ,..., c■n glun with a little careful N.'k'.an:h.

fiJ c MAnu 2 l'tthllrln/brmotlM ond,-nttaMW comnm nkotlon

Wo Fl1u,. 2.5

The eth ics of persuilslon At the, heart of much or th• oonllk t betWt!en joumallw and mArkct Ing. adw rtlslng and public rclatiom prulcHionala i• 1hr qucestion or ethical practice,. When,u ethi• cal code1 for joumallsta are based In objectivit y, the, ethical basis for our ,'Ummunlca• tion efforta u in ad\'OCacy. That found• t ion docs not malw the practice of pcr,uuive communkatioo less ethical In fact . advocacy u k <')' to the cll"ective functioning of a dcmoc:ratic society and• f"'C mnrkel <ronomy.

8«1111<' of the Influen ce, of marketing. advertlsing and public relations in our J10drty, It la of primary lmportuncc that pcr,uuivc appcab be used In an hone1t and ethical manner. The ln1tltule for Propaganda Analysis hn1 formulated a U1t of per,uul\.., appcala dc11gnt,d to mblead CFll!Urc 2.5), Sometime, call,-d • propaganda devices." these appcab raise the question. ls there a dilferencc between pcr,ua,. slon and propaganda? Some con•lder penuuioo rthical and propaganda unethical bccaUI<' of its attempt to d istort or mislead. Otht<l'I contend they an, Lhc ume. the, judgment of propriety being a matter of pen:,pption.

Wh•rcu some o( the •propaganda devlecs" In Figure 2.5 are dearly unethical others an, Ul<'d quite cthically In persuasive campaigns. Foraamplo, ·nam c--calUng" I• widely used u labellng an ls1ue or ,,...,nl for cue In reference. A short label n,for • cnce ls selected baRd on the pettept lon o r Image It ronY~')'II. The samc rcvolut ion- arle,, in a third•worlcl nntlon arc alternately considt'red both tcrrorlata and [n,cdo m Bghtc,n. lkJx,ndlng on your point of vlrw. The, label l, comlslen t with the labdcr'• percept io n, not ncttuarily lntcndc,d to mislead. To detractor■, such o lahcl i1 com id• cttd • propapnda:· lo aupportcu It l, an artunlt' depiction of reality.

PenuHlve i1ppei1ls or propi11andi1 devices

NAMl,.CAU.ING, Clvtn1 1n lclu 1 11111!, e llllRr '°"" or b~. to tncowop the public to 1cc1p1 Ind palse o, rwj1ct a nd condemn the ldH without uamlnint tvldenc,.

GUTTIIIING GINI.ALITY, Anocl1tl"1 1ome1hln1 with• "vtnue won!" thlt Is dtsltntd t o tn~e me public to accept •nd approve the ldt• without uamlnlnt the rtidonct.

TllANSn• . Tr1nsl1rrin1 lht 1ura of 1 uthority i nd prwstitt of• ulabrity or opinion•~•• to • p,oduct, pt•· wn o, ld11 ta p111u1dt tht publk t o 1<ctpl Ol rtlt<t It.

ffSTIMONIAL. Endorsemtnt of • product by I celtb· ri ty 01 opinion leader who 1ct111lly use, It

PLAIN ,oucs. Atttmptlnt ta convince tht publk mil a spo-·• (ofttn • polltici1n'1) ldtn an, fOOd blouse tlwy .,. "of me i-oplt ,. or btuuse the 5111- Is •-of us."

CA.11-STACIUNG. Sel«tlva u11 of fact, ta toll only an, sldt of tht nary, often ab1<urln1 ! ht oth11 s ldt.

UNDWAGON. AlJpt1lin1 to conformity with tho mljor- lty 10 persuadt by 1ncour111nc tht public 10 join thtlr 1ri.nd1 and ,.11 hba11 t.c1 u11 · ..,.rybody'1 doffl1 l1."

EMOTIONAL STDEOTYPES. hoklnt an tmotiona l lm•t• lib the "lllfy Amffl<an" or a "PR flack.,"

I WCIT SILINCL Wimholdint Information th1t would cl1rlfy • slt111tlon °' col'ft(l 1n lnca,r1<t lmp11nlon °' Hlumptlon.

SUIVIUIVI •MITIMUC, Att 1ckln1 tht 1pol<esp1110n rathor thin t ht idu, • dfflct r..qutntly used in politial Clffll)lllflS.

I n fact , pcnu .. ion aC'luallybegan u prop agandn and was not ronsid rrrd "rvll" unUI World War II when Nul GermAny rnpgc,d In tho pnc:Uce. In thr 17th c:rn- tury. Pope Gregory XV utabluhrd tbr College, or Propagand a to traln prie•t• to pro.elyte to propagate thr faith. Thr United Slatr1 rngagNI In propaganda rfforta In both world wan. not only directed at the populations or Europe but 1110 at Americans. Perhllps the most rcasoruable approach lo evalUA tlng persuasive methodt and appcah 11 ton-old the penUllllon vcr1U1 prop aga.nda debat e and to simply follow ethical standards lhllt preVl'nt UI from manipulating information and publla.

Apprndlx C contains t he coc1 ... , or rthll.'I from a numb<r o f rrll.'an:h and advo- ac:y- burd profcuional auodatlons 1uch u the American Marlu,llng Auoclation. the, Amc,rlcan Adwr1 It Ing Ft'Clenitlon, lhr Alsoclatlon of lnll ltutlo111I 11,,srarc:h and the, Public Relatlon1 Socicty o( Amrrlca. Following thOII.' c:D<k-1 wiU help us cthlally rnpge In prrauulw communication.

Arcording to rclin.!d tel-..VUl.ion commentator Bill Moyers.. Lhe challenge for com - munk atlons profcsslonab enpgrd inpo,:rsuulon b to doso ethically.Although many prnclit.ionen an, held to rthical code, of conduct either throup thrir l.'mployen or profeuions. anyone using persUAsh-r devices should meticulously rx:amine the integrity ol thl.'ir methods. ~arc:hcn Sherry Baker and David Mllr1in10n (2001) deVl'loped a tool called the TARES trst to help communlcaton evaluate, the, rthics of their prnua1i"" In tent Ions and communication11. TARES 11 an acronym that e ncom• pu,... the following ethical guideli ne11.

nwu.,t,/,,... ('fl tlw --.d, Et hical eommunlcaton must tdl thr truth. Hmftvcr. somctlmc,i tbr truth can be, UIL-d 1.0 decciVl'. At Ill he,an. tbr prlncl· pie of truthfulness depends on the intention of the po,:nuackr. Tr ue Informa- tion , hould be rommunicat.rd without an inten t t o deceive.

AM.tltffltlclt:, ('f/tM ~->• Ethical communlcaton must have lntl'grity and P"rson ul virtue. Not only must they do lhc right things. but they must abo haVl' th" right moth'lltion.s (or doing those things.. Elhicalcommunic.-atorsare 1tbo 1ln<,ere a nd gc,nulne. Thu mrana they 1huuld support and belirvc in the company. product or person they arr advocaling. Finally. rthical communka- ton must be luyal t.o thrlr c,mplc>)..:r and. a l the aamc t ime. maintain lndc,prn• dence to fo llow their own moral compu1.

/fapff1(/l,rt/te~4"). Baker and Martln110n wrolc t hat respect forlholMl who we attempt lopenuadc,bthchurt oftheTARESmock,L We must think of thOIK! we are po,:nuadlni1 a1 human beings with Individual worth. and rt'Spect their right l o make choices that arr dlff'crent than what= Int end.

S.,,lty ('f/t/tc, ,-,-alN .,,,....0. Ethial comm unlcatnn annol take ll<lvan• tag" of anothrr'1 clrcumstana,s or lack of knowlrdgc, t o notch a victory. Penuusion attempts mutt be fair. This means that communiaton mutt work to level the playln.g field so persuadees aren't manipulated. Thu prindple can be, charncl crlzcd u the, Golden Ruic, of penuuslon: "l'cnuadc, othcn u you wowd want to be persuaded.·

Sedol N.,,.,.•ll,lllt:, (Jtw tlte ~- goo4), Ethical rom municaloni mu1I think about the impact of their penuuiw effort& on society and not jutl on thrlr employw'• bottom line. WIii advocating for a client, pmduct or ldra do harm to Individuals or society at large? This 11rlndple I• t he embodiment of the n,lation1hip approach to public n,latlons dbcuslrd In Chapt.er I.

4t C K.A n1.a 2 l'uhllc Information ond ,,..,,.lltllMW t'Olftmuntt'Otlon

Ethical dedsion-1t1111dng is critical lo our n,putation WI p.rofoulon als. Although e t hlal ~ and b,,,havlor an, nddrc1SNI mon, fully In a Liter c hapter, II should bl, noted hen, that aU dcruionJ w,, nuike u communiat.iona profculonal1 alfttt t he profe1Jion luclf. WI weU u our own ruitu■ llDd n,putatlon. No dodllons arc frtt from et hical con sidcn,liona: ewry dcciaion we nuike u pnoctilioncra hWI ethical conse- quences. Being awatt of those consequ eooes and can,fully examining our proposed plans and b,,,havlon according to sound ethical principle• will help ua avoid the eth- ical land mines that some o f our coUcaguc, unwittingly encounter.

Penuaslon In and of ltnlf I• not unethical. Advocacy hu a 1lrong hiatory and lmpor1ant role In our free society. Newrtheleu. It mu1t bl, conducted -,cording to principle, that 1uppor1 not only Ou, public lnterc,t but alw the public'• right t o know and c hoc»e.

,, 1 t'tl ,n ~ Mr

Marlcetlng and public l't!btions is the b\1$inesS of disseminating lnformal:lon, pcr- 1uading opinion change and motivating behavior. S ince bl,havlor i1 bued on valuea. beliefs and attltud<'S. It is imperative we undrrsblnd how to lnftucnce those cogni tive elcmenll o rwe will not meet with 1uccru. It ist'quallyimportant tu undcntand the cognitive prott•- public• apply lo making lhrir b,,,havional dc,ci1ion1. Sometime,, pMJYldlng public ln!ornuitlon 11 e nouglu ol\l'n ii Is not. P,,nuulvc methodl, u,c,d e thically and r<rporulbly, an, Inextricable element, of advocacy communication.

L Examine a local fundr.tlsing elror1 for penu.ui,.., appeals. What types of appeals an, hl'ing Ulcd? Huw elf<-cllve arc they in t his instance? What r<'COmmendations would you makl' for improving thl' elrectiveneu o f the persua1ive appeals?

2. Dc,erlbe 10me of your bulc belie&. value, and attitude■. Then, identify how they Influence and motivate )'Our behavior.

3. Make a list otdt,d1Jon1 and behavion that an,typlcally the ,.,.ult ofKalutcman'• system I o r p..rlphernl cognitive p roceulng. and a lilt or dttl1io.ri. and b,,,hav• loral change■ that would requlre ")'lit em 2 orcrnlral cognitive proceulng.

4. ldentifyaniuueofimport ancein yourcommunlty. Select threepubliadil't!c:1.ly aft'ecti,d by that issue and the opinion leadc,n Cor tho,w; publics. Evaluate the characteristic■ that 1t111ke t h e.., individuals el!'edive opinion leaders Cor each public ..

5. Compile• database or 10urre1 f:rom which to dnrw data and information that will be UDl'ful In proflllng 1pedAc ac,gmented public■ 1ueh u govern-nt ..,,t,. ■lies, trade uJOCiatlo ns, nm,areh ln1t it u te1 and -dia 1crvlcc1.

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GM\-.e, llb Wl\-.eLand Prc11. I nc. Martin, ll. & Wright. D. K. ( 2011>) . />ub/ic R,lat/on, Eth /a: llow ID Prcocl ioo PR \Vl tho11t

Ll>li1111 l'our Soul New Yo rk, Du•lneu Expert Prt'u. MonUo,. K. (20111, August 6). Hero'• the lnct'Nllblc ~I buu Arby'I bu en-a led around

J o n Slt'Wllrt'• departu.-... AdlVMflt Rctriewd from http:/,lwww.adwoc1Lrom/ dlgl• tal/ hc,rcs-~l...,.,ial•bun-arby!l-has-cn,,a.trd-around-Jon-stew:arll-clepar· tun-•166280{

Morrison, M. (2014, J uly 25), Arby's drop, 'liliclng up freshneu' t:aglinc, for 'we haw the mHts.' Adwr1i, i1111 • · Rctricv,,d from http://adag• .rom /at1lclc/ n.:w1/ 1rby-t•clrops- 1licln1t•frnhnt'ls-mn1A/ 294S41/

Newaom. 0.. Turk. J. V, & Kruckchorg. D, (20 13). 1'1/1 i, PR: Tht Rtt1litlo1 of Pub/It Rtla- tkNo• (I Ith Nl). l ndopc,ndn,.,.., KY, Conpl(t! Leamlnl(,

No,,11 .. N.umann. E. (1984). Th, S1,iral o/Sllmtt. Chica«&. Uni,'l'nity of Chicago l'l'l'fl. Nun-II. J. S. (198-4). Public R,latlon,, Englcwoocl CIUb, NJ: Pn,ntlce-Hall, Inc. O'Ktt(c, D. J. (2013). 11,c, •labaratinn likelihood modd. In OilLard. J, P, & Shc,n, L (e<II.) .

1loc,SAG£Handboolr ofl'rnua1lon.·Dt,,,./opmMllin T11roryandl'ract lcr.. Thousand Oaks. CA: S.,c.

l'etty, R. E.&Cadoppo.J. T. (1986). The oLabaratloo lilr.rlihood modelofponuuion. Adl'tmtt• in /iJqwrimffltal Social Psythology. 19, 123· 205.

Rokcach. M. (1968). &lief,. Allltudu and Va/un: A T11rory o/Orr,ani1tatlon and Clwngr. S an Fl-1nclacn. CA: J oucy-Bau,

Schindler, R.~L (1992. ~mhcr). The real lc,aon c,ffl<'WCokct 11,c, wluc 0H oc,u111rou1•

for prt'dk tlns the cft'cd• ohocial lnftuence. Mart.ting Reaearch. 22- 27. Stall'. ( 20 10. May 17). Arby'• proble m• run dcc1>crthan m.nu prlce1. R,utrrs. llotri~

from bttp-J/ult.ttul•nu-om/artide/ ldUKN17202ll02201005t7 Stlnuon. J. A. (1991). Publk Opinion In AJn,rloa: Mood.. CydtJ, and Swing,. Bouldc,r, CO:

WertmwPrNa. WJkot.. D. L, Cameron. G. T. & Reber. B. ►L (2014) . Pub/_/c Rdation,: Stro/t g lu and Tadk •

(llthed.), Nrw Yo rk: Allyn & Baron,

CHAPT(R:: / . .

COIIIIUN ICATIONS RESEARCH METHODS . . . . . . /

"Communications research provides afoundationfor the entire public rel a lions process from landscape assessment to objective-selling to strategy development to tactical creativity and performance evaluation."

- IIAall WBINB■ c••·· INIIGM1"a o,.,caa. CIIIOW

LfAAN ING I MPIRATIVIS

• To undentand the n1c1ulty o l 11H1rch as I founmtlon for dtcislon•m •klf11,

• To N!COfnlu Ill• v• rloty •nd M>ur<H ol lnform• tlon 1Y1ll1ble .

• To undont.tnd the b .. k IIHillth rnethodol"l!ft for ~ctiw communiaitions research~

41 CMArn_a 3 C:ommunlmtlon• rntMrdt ,,.,,,_.

~ '" .. t11t1erint and uilna lnfonnatlon 10 clarify an Issue .and sotw a prob~m.

n the but dttadt!. rHntth In th., communlcaUo,u l\eld bas rxplodt!d. Bc,(on, 1h11 time. it wu oflen co,uldored nn unalfordabl., luxury. Now we wom to abound In

dal:a. so much so that w., sometimCll drown in ii. The key. now. ii lo sort through and synthcsl.u data Into usable Info rmation to hc,lp us make wise ded1lons.

Nm only do mmt 1ucccuful organwitio llll now do r""4lurch. but there a.re a plethora of specialiud coru1ult11DlJ o.od rescattb linns which baV<! tuen marlceL 1ocial medln. e nvironment•I. communicatio,u and orp,nixntional re.arch to le V<!IJ of soph!Jticatlon never before dn,amc,d. Whereas in lhc p111l. communic• • lion, practltloneni found thc m11el V<!1 begging for• plttana, tu Rnd out what thrlr public, though1 .• they no w havti cx«uUve, who,e ftnit que,t Ion is, *What doet the research a )'?'"

M a result. our chllllc,nge i• no lonll4'r to convinn, p.racUtloncn to do retean:h. At this point In )'OUT education o r cartt:r, you ha-,,., probably learnt!d the vaJu., of retearch and meuun,mo,nl and how to do it or how to buy it. further. there are now d ozens o f l ex.ta and handbooks :us wie.U u o n.line f'HOl.lff:ea for conducting research.. The cballenge ls to provide the bllllc fnunt!WOrk for thinking about 1111d organizing retearch and analysis, and then , In the next chapter, to apply It In the 1tratrgk plan· nlng prottSI.

The role of research in t'"'n,n tnJ In i("•ltinn

Rctearch iJ o nly as good u it• application to th• problem-solving proa,u. Rctean:h can contn'bute lo tbl, proa,u in two Wll)'L Pint. communicatio llll profeuionw Ute formalh<e reteareh to guide th eir planning elfo rll. Thl1 might invo lve conducUng n,,earch to better undcnitand an organiutlo n. to identify problem, o r o pportunioo or l<> analyze and segment publics. Second. evaluali\'C n,JeJ1rch holp,, communica • ton, gauge t he elfcctlvcneu o( tuctlc,, lttbnlquc1 o r 1lnl"11)'. Copy tc1tln(!. n1onitor- lng progress during a campaign nnd determini ng th• overall aucceu of• campaign arc all t'Xllmplc1 o r cvaluatlv,, n,1earch. In other words. communication, prol'culon• al, are involved in refAlarch at every 1trp o r the at ratcgic communication• proa,u. To be re1eattb-orlented mean• gathering And buing d«ilion, on Information as part of your daily routine. To be clfl-cth<e in communicating with nn o rganizatio n'• publics . ._ must be comlllDtly listening to them and Kanning the o rganizatio n·• 011erallng e nvironment fo r Informal Ion. We 1hould establis h good communlcat ion channcb so information iJ co,utantly ftowlng to us - n-1ultlng In ndjustmentJ and reRncmcnta of our dl'ortJ u plan1 procN,d.

Rt-search help,, us t o:

• S1\'C I Imo, and money. Undenlluld our publics. Mau sound dl-clsion1.

• Awid mistw1. D!Jco\'Cr new ideas. l dcnt lfypolcnllal public,, Ide ntify communication channels.

C HAn-1.a s Communln,t/,wulWf!IU"Mlf.Wtltotb 41

• JUJ1tlfy plan•. • Connocl with communlllH.

M profeHlonnl communicat ors we lhould be wary of •gut ructions." knowing whal wcknow about howpt'Ople pc,rttiw and miapc,rccivo. u wclla1how o urbnun11 mental shortcuts can produce biased dedsioru. Always tcst the information that leads lo conclu1ion1. 1md CJp«ially 10 key dc,cuoion1. The n ext c hapter provide• o reacatt,h gulde of the informatio n )"OU nttd lo meet the varioUJ cbaallcnges of an org:t· nlzallon and lo 11lun alralc,glally l o ach:c opportunlllca. In this chapter. wc, ldcntlCy ,ome o rth<, 1x .. t aour-c,,s of infonnatlon and the, mcthodologiea UJed l o obtain it.

Research n1cthods and the r~it nr'-'.1tu nf IAnl.,.;:

Researcli methods are often categorized as formal and Informal. quantillltive and qualltath,e, ond primary and 1«1>ndary. Ncverthelcu. the"' catc,gorlut,ions are not parallcl For example. fonnal tt:SCan:h is no t neccu1trily quantitatiw ttll'lltth. nor ill It always prlmury reacarch. A few doflniliona regarding n.-scan:h will lwlp to avoid confUJ1io n,.

l'Wwtlllantll,.,..,_el ~ t'braal ttNuch lmplle• a ttructured atudy. It ia governed by the rulcs of the, tdc,ntil\c mc,thod that include prrvloUJly Iden• tlfylng whnt you hope t o learn. how and from who m . B«awie It follows uni• versa! rule, of relM'arch. the findinp are m ore occurat,e and reliable. 1.r.....i N!M'IU'ds 11 IHs structured and more explo ratory. It doea n ot follow ap«JJk rules. Nrvcrthclea It o ften provides wluablc Insight to lead WI in direction• of mo re formal diJrovuy.

Q,,,tldltatlw utl .-lltr,liw rrawrd. ()uultltatlve -,do tr.uufonn1 lnfonnalion about individuals into numerical data that can be interpreted by 1t1tbtlc:al 11nalyala. While, deKriptlvc 1tatbtlca p rovide bulc .ummarlcs of t,hbl 1)1)<' of daln. 1ucll at fttquenc lea. pc,rw ntag,,1 and a,,.,r.gea. infcr.-nllal 1tatbltlc1 u1e the lawa o r probablllty to draw condualoru about a large r popu• la lion ball-don data roU«t<d from a repreacntnlivc aampl" o f that population. Thb typ,, of reaeatth ill wluablc, for determining how many pc,ople hold wr- taln belief•. wluc1 and attitude. and 1tall1tkally c,xaminl113 the relallo1uhlp1 among thow cona,pta. Qtoalltative ttNUCh is focused on understanding how indivldualt and groups rw,kc, 1cnac o f U1e world. ThiJ type, o r r,.....areh can uncover rich i nJighll about why a particular group of pc,oplr haw certain belit,ti,, values or attitudes. or bow that group of people dcwlopc,d a pa.rtku• h,r vie w on an iHue. While quaUtat ivo, reoearch moy be .upport<-d by ,ome descriptive numi,rical data. the data lhemsel\'t!I ore UJually comprited of tramcrlpll or spoken wonh that can be onulyx<d for pattcrnt and lhemct. Even tho ugh thla lypc, of research ill not 1latl1tlcally n,pn,acntaliw o f a given populat ion. It cnn 11111 be l!<JWrncd by the rulc,1 ofthe ldenllfk met hod. Fonu, group,. for example. are 11iuaJitatlve tool. They muy bc Informal dlJC'U11lon1 but are more often formal ......,,.n,h yleWing Important lrulgl,11 into a publlc"a

~ • ·o RI Al I Data 1•t111rtnc IIIUCIU!ff accordlnt to il<Ctptld ruin of ttsHrtll.

m tr on Al Ill !I.\Al!CI'! Ltn•strUCIUlff ••plorato,y

Information 9athtrlt11.

g::g ou IIIT'~ATIYl II &I',(~

U1ln1 ..worth motlw>ds that ylttd rtllable statlttlal daU.

~ q LIT"Tr- RIUA -CH Usln1 rtHarth mtlhadl that prOllidt dH~ lnsitht Into attltudH and motivations but don't provldt llatlltial slenlflanct .

• C NAJl"TD ll Communlooth,mrnt'Ot'l'ltmrlltotl•

&-z "' ~ AAM • , Nf" Flr>lh,111d lnlormallon 11thettd 1pedflully fo, your (UITH1 l)UIJIO".

~ HCC- a1H&aeN

lnform.atlon p~u•ly Hs.imll•i.d lo, Olhtf purpo- that t in be adapted lo, Voi11 nffdl.

p,,ra,ption&. allltude1 and m ollvaliom. Now thJal £0CW1 group m dhodology bu actually becomo a dominant method o r ll\ll'Rl n:l<!arch. the rul<'I o( ,.,..,arch govuning this methodology arr mc,tlculo111Jy follow,'<! t o emun, the most accurate, lmlghts. Although the method 11 clauiJled as formal rese:arclo b«aul<! it follow• rules and 1tructurc. it i1 irtiU typically• qualltatiVI! approach thJat yields in-depth understanding but no 1tatistic:al data.

Prl-, ~ ~ry l'QNl't'l. Prtaary "'9Httll lmplllll gathering the i ruonnatJon firsthand ror a ,pt,dllcally Identified pul"J>OI<!. It doun·t ,-• urily n,ferto1u~y n,acnrch. Pt!nc>nal lntervlt,wund focu1grou1,o. u-llu mall and telq,honc, call analy1l1, yield primary Information. Primary n,,carch la any type of qualllut IVI! or quantltatlw ...,..,atth that you Implement your- sctr or contract out for a purlieu tar purpoK. flee a d■ry l'HC!U'Ch ii primary ttl<!llrch data orlgir111Uy collectrd ror a dllfuent purpol<! that 11 now being drawn upon for a new uae. Typically. it it cheaper llnd fast er to usc ICCOnd• ary ~search. In th.i.l er.t of omnipresen t data. you should C!Xhau.-t se,concbry aourtt1 befo re embarlclng o n any costly primary rescarch clforll.

Giwn theJM! dellnltlom. the rescarch looll become more difficult to categorize. Foc111 ,iroup, may be forma l o r informal. They an, typlollyquallt.at iw. but tr enough groups arr conducted, aomc qunntitatl\--e dat a analysil may be done on the n,l\llts. Re1ulll an, prlmllry rel<!areh when you o rganize and mndUC1 them fo r lhr immedi- at e purpo,c. but R!Viewing tranacripl• and analyse,, or roc:u1 groups oonducted ror oth.._r purpc>ICI is k<'Ondary research that may lhNI light on the probl•m you .,.,.. trying to 001,,,.

Similarly, personal interviews may be Informal and quallt•tlw n,search, They may be one, or your • Jlstcnlng• l ec:hniqucs. Or. g1, ,,n more strucl urc and lln appro- priate design. they may be form11I and quantitatiw, allowing stat istical analysi1 with a high degree of confidence. They would be a primary n,acarch tool 1r conducted for lhe projrtt at hand. yel may be u1eful u acm ndary data in 1ub1equcnl pro,nms.

Whether the rucarch you do 11 form11I or Informal. quantitative or qualitative, primary o r 1ec:Ondary, depends largely o n what you lt C"ed and how you •tructun, It. You should determine your purpo,c (what you .,.,.. hoping to accompllah wit h the re11earch) and what you arc trying to find out rrom whom, be(ore you d,-clde o n the, best t ool• t o UR and how to 1tructure the effort,

Secondary research Ol'Jilniutionill reseilrch The llnt pt..,., to begin ln plhcrlng information ii within the organiutlon ltacl( Many kind• ol n,acarch tool, arc avallable to help g.atlw,r 11nd aueu lbe Information avallablr lo you. A commun ication audit examiDH all or the organization'• commu- nication to ,cc, irtt 1upport.1 the orpnlutlon•• million and mcuagc. Environmental acanning within an org;,n izat ion monitol"ll the mood and feelinp that exist among the employees. nistomers. lnve1ton1, 1uppllc,n and many other publla o r the orp• nlz■tlon. Online, mail and trlcphonc analysis helps you track what luuH ca111e concern among your publlca. Social media analytics tw,Jp to monitor your reach and

n,laliolUhlJ>ll. Cortalnly nulomrr Mlrvice and com• plaint tll<'I h<'lp you track opinion tn,ncb and polenl hll problema.

lmportanl background lnformalloo about your company o r your clienl is found in the, publication._ websites and social media sites o f thr o.rpnwtion. Empl.oytt publia1llon1, blog-. digital communicalio111. annual rrport,. brochures and markrtlng materinb. policy and pro«dun,1 manuala. orpniullonal chart._ ..i .... and accounting reeord1. hi1torlH and any o thor matrrial avniiahle from lhr orpnlulion. dthcr In hard copy o r ck-ctronically, can be valuable infonnA• tion. Kttp in mind that ,uch material usually poue11t'I an inherrnl bia1, and you nt't'd to look o ut1id<' the organization :u1 well au iui~ to make cur~ you h av e

CHAPTI■ 3 Commun/«11/on, '1"#'t11Tlt mrt/tod,

tht' complete picture. Organlulloru do not often open their clolrll lo display the 1krleton1 through thc,lr own printed and dcnronic mal.erlal. You will get rich infor- malion about the organization through ill material. but you will not usually get the bad newa. And. not knowing the, bad new, may ,nbotage yourcommuniation ctrorll. While, the organization Itself is th., place to mart your ttRa.rch. it should n.-vtt be your only IOUrtt.

The, organization may ah1oba,-.,data fro m pa111urwy,i or trlHtth. You mayoocd 10mr primary reaoatth lo dctermlnc, th<' mood and opinion o f emplo~. Mo•l org,t• nlzatlon1 would beneftl by laking a leatthing look ln1ld• bdorr focwlng rt'11t'atth ctrorll externally.

In ternet and library research Information technology and the, computer n,volullon have given w acceu to lncttd· ible resources for research. information that would tili w....lcs or months to find from original 10u~"l'1 i1 now readily available at our flngerllpll. The, rommunicalion1 profc,uional or today and or the fuh.ttt must undentand bow t o get good data from the lntcrool to compete In this ncwenvlronmrnl.

Online re1carcb bu. i n most cuea. n,ploced n pc,raonal mil lo the library. It giv,,1 the, re■ean:hor acceu lo the colltttlons held by lhou .. ndo or librarit'I and organl• utions and to dotoba1e1 full of information and rofon,ncN. Ne,-.,rthc,le.._ much ii available in library documenll that may be dlfflcull t o ftnd or apc!nsive to """°"' d1ewbcrr. M011 or w undc,r....llrnal• lhe value or th" dltta 1vallablc In our local rol• lege and pub Uc Ubrarles. And unleu you actually take the, llmt- l o illVt'Sllg.,tr, lo talk t o a re10un:c librarian or to Jwt cxplon, the eollec:tlon. you will not appr«ial• the vaol amount oflnformatio n al your 6nger1iprr.

Remember the latest ceruus? lt"s available on the internet. In that a-mus, 10me people, received a mon, in-depth quntionnaire than the rest of us, and the, psy<:ho- grapbic data are acce.ssible as well Further. the censu.s is rontioually updated with interim 1tudie1. Al10 acceulble 11 a h0tl of il°'"'rnmcnl documents and •ludic■ pub- li■ hedeveryyt,ar, nlongwltb manyprlvaten,Rarcb itudlea. You ean find nallo nrll and local nC'w■pnpc,nr and mapzlnet that dat.e back yc■n, ,omcliffl<'■ lo the beginning of publication. Often the rrsult1 or opinion polls con be round and rich economic data on loc:al.1latc. national ■nd inlcrnatlooal market._

Somc, w1IY<!nlllcs h:aY<! 1c,paralr llbrari.,, for lhrir bwln,,1111<:hoola. In that " """· the. bwlnru lfbrary probably oontAl111 dc,talled markrt anllly,11 and other 1uch valu• able information. Whllc, m01t of thl1 informatio n may be avallllhlr rk'<1.ronicaily. there are \'Olumc,1 uf Information that can only be a<.-cessed by vllltlng a ifbrat)• in peraon. The more current the information. the, more likely you wlll be able I.a #I i t via the intemn. Nt!Yt!rtheiess. the.re may be aignificllnt risks in ignoring the deeper background that older document, contain,

Organizational information i• "110 readily available on the internet. And lncre11lngly. you will find many lndrprnd.,nt -b1itr1, blog, and other Internet 1itc1 that contain valuable information. Br careful or the aourcc or th<' lnforma• lion and ..,.,1, ,oecond,uy confirmation whrn poulblr. The, Information may be c redible, such a, that from an lndwtry analy,t wlth a profculunal rc1ponJibll• lty l o provide, such Information, or It may be a sitr constructed by • disgruntled custo mer o r rmployce conta.ining extremcly blued o r inaccurnlc info rmation. rumor and innu~ndo.

ExternaJ 011an lzations Our lilt clollan 1upport local. 1lalc and national gov.,rnmont o ffl ccs that ha,.., a charge to oprnle in thc public interest. l'rovidlng public informntion I• oncn an lntegnl part o r that re1pon1ibllily. Muchoflhr Information i, nownvallabk OY<!rthe inl.,mel, but 10mc ol the valuable information you 1ttk may only be available upon rcqucst. or by digging through 1tudle1 and pap.-n. Somctim.,, the, bureaucracy can be difficult and getting information can take Wl!<'ks or CYt!n monlh1. NeYt!r\hclc,11. the information available II onen critical

Most cities and 1tal.ra hnYt! ,-conomk de, ,,lopmcnt oflkea of some kind that col • lcct invaluable information on lndwtries and DlllTkeu. State, and sometime, local. goYt!mmc,nts have lnformnl ion o n population. wagrs. education, unemploymc,nl. heal th and j wt about cvrrythin1C e.lae you can imaginl-. Environme.nllli data ar,, read• Uy available from aru chamben o( commrra, and tra,,,J oounclla. Be, pc,r1i.tcnt: the Information you W1WI may be part or aomcthlng el,c,. You wlll haw t u do most o rthe searching. 10 atart apccillc but he ready to broaden your ac,arch until you find docu· m ents and report• that will provide the Information you n<!<'CI. You haYt! lo ulc broad and searching quc,stlons to get lo the right documenll and atudles.

For eumple. au.Ing a cfork for any studlea on how much collcge atudents spend on c-boolui might not get you the Informal ion you want. But 1tudic1 of o nlioo we or income and np,,nditUtts of 18· to 24-year-olds or the costs of a college education would all contaJn Information o n c •lx><>k expc,nditurea.

Inherent in the ml11ion1 of u,oclalion,, advoa,ey groups or prorcuional socicl• le• I• gathering and dlascmlnatlng Information. One, or I he m oat valuable bc,ncllts of mcmoonhlp may be accc,11 to I he reac,arch tbeypthcr. You may be nblc lo aettu th<- lnformatlun you want from them t hrough their publlc:atlons o r rc1ourcr llbrarl""- Yo u may have to pay ucarch or u1e Cee to■ecffs lhr material. In aomc cues.you may need lo get the matc,rial through an association mc,mbrr. Bui the dull available are gcnenlly vt'ry rich. current and valuable.

A word of <caution: When you ..,...,,~,, data from these kinds of urganiutiono. c,pcdally &om activist groups. cht'ck the IOllltff and mclhodologles uJCd. Be aware that any Informat ion publl1hed by an inte1UI JITOUP o r any lcind will be inhere.nt ly biased to somc degree. Make sure you understand and allow for that blu and seek

C HAn1.a :s Communio.,tlon,rn,ardtawtltod• D

con/Inning ond/or dl1puling lnfonnalion from o thor JOurcn, orcamully rumln• the, .,,..,arch methodology used ind adjust for dl1torllon.

Media research Media n,searcb straddles the, line between secondary and primary research. Depc,ndlng on tho purpo,e, It could be c,llhc,r. Nevertheless. It iJ crudal in today', media environmcnL A number of publishing hOU1e1 prodoce internet·attessiblc media guldc• and 1ervicu that provide, cummt and valuable, Information about media throughout the nation by catego ry: new1papcn, mapzln.s, radio stotlons, tclcvlslon atutlons. c.ablc, atatlons. ...,l,altc,1, aoclal media chanMis and JO on. Mcdla ..,_r,•lcc,s 1uch as PR Newswire. Ci.do nf'l>int (which i• hued on Bacon'a mcdla datn· hue), Mcllwalcr and Burrc,lhLua, mc,dla monitoring track L'iliton and ttportcn by usignmcnt, how to subn1il pie.us and whit i• typically ltttlplcd. The, gulck,1 also indicate ~•de.rship. vie,11,-erahip or lillt.e ne.n.hip and will aomelimes provide Dddi- tlonal de-P'11Phlc information that maybeofhdp in prolUlngkrypubllcs. They at leut p rovide a way to contact the, mcdia organixotfon to rL'qOC,SI more, dctailc,d Infor- mation. Most media organizations can p rovide detallec:I viewer. listener or n,ader prol\lc,s beaiUR they aell ad\-crthlng. And adYl!rlllen want to know who they"re buying atteu lo.

Mmla and lnl cmel analyais 1.nd d ips are • critical part or communicat ions n,seatth and evaluation. Whelhcr i n •hou1e o r • contrartcd service. t racking auch eovt,ragc, b <11enlial. Nc,,"rthdcu. tx-caulM! or the, lime, II takl'I lo be, thorou(!h. you will uaually get mon, comp n,henslw and cost•clfc,c:IIYI! cllpplng and analysll Ir you conlracl a dipping ,ervlce. Clipplngservicu may dons llllle u almply clip anything (prin t , broad cut 11nd o lhC!r dig.Ital media) lh•I ment Ions lhC! company o r an ls,ue or inl.ett1I to lhe company. Al the olher e nd o( lhe Jptttrum. I.hey may engage in elden· slve analysu 11.nd evaluate the, posltiYI! or negative Impact of lhe p ieces that dllcuu the organiulion nnd lbl compc,tllon o r any of the inuc,s faced by the, indmtry. You c:ao spo,cify lh<e level of service )'OU wan land pay ac:cord1ngly.

Monitoring lhe inlemc,t i,i particularly lmportanl lo organizalions today. And th" mc,lhodology hu become more, sophlstlcaled u tracking t ools haw been d.,,-,,1. opc,d and n,nncd. Social ml-dla monitoring IM!rvkc,1 1uch u Brandwakh. CrlmJOn Hexagon 11.ndSp roul Soda! allow orpnlullons to • 11,1c,n" lowhal J>"OPle an, .. ying about lh"m o n llnc. The dal1 arc, usually pulled from legacy lnt"mct publishen Ill W\lll u blop, fo rums. rcvlew1 and aoclal mc,dlu situ,. U1ing I combinal lon of key• wonb and Boolean logic. communicaton can focus In o n apecllk con,'\!t'lllllions and gauge, lhe volume, sentimcnl (poaltJ,-,, o r negative) and t'molion of lhe conlenl. The y can aho pinpoint 1p,,cilk days and lime• when convu .. tlona an:, hlppcning. and pane, out topic themes and audience characlerisllcs. Mo.I orpnbtallons hlYI! g!wn up trying l.o m onitor 111 the onlin" conYCr■alions. but a Jelec:tiYI! approach lo online listening relatc,d lo llsuc,s of concern t o )"OW' organizat ion is lmpc,ratl,..,.

At the um«e lime. In the wau or myrii,d violations or penonal data privxy. orgn• nixatlons nc,ed toexcrcise care, in the, way they •listen· to online con,"1'llltllons. The then or mlllluru of ftlct o r penonal Information II an almost wc,,kly o«11rn,ncc. but the tcandals in,-olving Faccbook and both Cambridge Anal)1ka and C rimson l l exasc>n hlghllghl a mon, troubling tn,nd: the sale or ,uch data u a ttYl!nuc, slneam for organlutlo ns and social media platforms. As P11ccbook CEO Mark Zuc_kcrb,,rg adml llt-d in hls rl'<.'t!nl publlc apololY. ,och acilon1 conat ltul" a • bn,ach of lru■ L •

m llf'\.•--"~'C DAT& lnl"'1Nlion usl!d to sqmont publks accordfflt t o U,..«,11 characttrittics suth as•· w1nd1< ond MXic>ftonomk status.

M CMA."U3 Comm11nll"C,tiomf't'llt'Ol'dtmr,,_.

~ ror.v1~_,, f M

Mo<i.rat0<•i.d dlscuulons whh ,_ thin 15 pa,tidpilnU p,ovldln1 ln•depth lnl0<1Nt Ion on 11titudH Ind t.hJYiorl.

Wr nttd lo br carrful that our onllnr llstrnlngdot."' not nrgatiwly afl'L'Ct the lrwll we work so hard to buUd with key publlca. Largc,-ICll!r violations of public tru•t typ- ically n,sult in ll"""mmcnl rc.,gulal ion. likr that n,cenUy rnactrd In the European Union (EU). The, ~neral Data Prot«Uon Regulation (GOPR) that became effective in May 201.8 l't'QUiret1 that all o rganiutions doing bulinc,u in the, EU luue notifica .• tioo of data brexbes 11.Dd be tronspan-nl about what data arc being collecird and why. Going forward. cunsc,nl tu L-O llc,cl and use data fro m on line u1er1 will have l o go beyond the 1imple dick boxra ugrec,lng to "lt'r'11U and conditioru.·

Prin1ary research Focus 9"roups Focu poup -,,ell hu become an Important 11.Dd reliable source or data to undenlll.lld our publics. A focus group i1 ■ modtt■ t«-lrd di1cu11lon with four to 14 participants. The moderator asks opcn-endrd questions to garner qualitative r,,1pon1e1 on althudea and bc,huvlor. Moderaton muat be cnrrful no t lo blu the dl■cua1ion by ittjectlng per,onnl opinion or information Into I.he group. Tbc,y 1hould encourage partkl(lallon fro m ■II rnembc-ra of the group and probe for ln -drpth undenlandln~ The moderato r muat a1M> create an almo1phcre o r o pen• neu. hone,ty. &af..-ly 11.Dd con6dcntlnllty in order to Migt'oder (..,., and open dlac,ua- slon. With lhe permission nnd knowledge ofthr participants. the seuion la usually recorded (audio M video), and lhr duawion tnnscribrd for further evaluation and data tabulation.

Focua group rexarch is generally euier to conduct than survey research and pro- vides nipid results along with dept h or opinion and attltudra within the group. The dlacunlon · burd nature of foc,uJ grouJlll shapes .. rellnra and crysl.alllltl'll o plniom and attitude■ (see Figure 3.1). f'urthcr. while not alway, less expensive than other kind, orreiw,atth, II lloftt'n more rosl -clfcctlYt'. Focu•group,, used to be conducted lncom- munic■tlons and markctln.g reacan:h primarily u discuuio n forum• for advbory rommll1C!<'I o r ldra panels to 1upplemcnt quantltatlYt' research. Thr lnfom1atlon was often med u a precunor lo survey re11t'atth to assist In deYt'loping a qura1ion• onlre that adequately prob«I attitudes and opinions. 1n t oct.:iy·s reseattb-orit'nted markrtplxr. many practltionen recogniu that, whilt' sun~y reac,urch is becomi ng less credible u an accurate representation of publn focus groups provide tht' kind of lnformallon n~ lo Immediately addreu and resol"" pr oblcn11.

As dlllCUllrd In the prcvioua chapter, peoplt' do no t behave in isolation. The dlscuul.on and rellnrmenl or n11lnlon1 and attltudc■ which occur In focus group• often provide problem-solving behavioral informAllon I.hat ,urveys cannot. T he example cited in the pl'l'Vioua chap I er or the Introductio n of New Coke ls• case In point. 8o4h rearan:h lechniquc, were used, yielding o ppotlto re1ult1. Yet becauae or the reputation for valldlty of su rvey reararch ovrr focus-group responaeo, lh.c company choa to rely o n predict ions o r behavior based on altltudel cxpn,uc,d in isolation. They should haw more carefully considered the group behavior that emerged from the focus groups.

f\Jrthtt. focua poup rescan:h can dt'moMlratc the proceu or opinion formation. Whlle not represenlatl,~. lhe group ls ■ social microcosm or • larger public. The

CHA.rTU :s Commun/nit/on, rr.llNIIT.h .,..,,_. II

~ ~o Fl1u,. 3.1 ~ Uses and abuses of focus 1roup ,.Harth

' ,,~cc IMNIDIATI RISULTS. Focus 1ro1111 <HHrth Is rtl· ISSUIS IX'I.ORIII AIIO OPINIONS atiwly Hsy to o,vanlze, impi.mtnt ;and lftalyz•. That CltYSTAU.IZID. ll«auw th• 1roup Is ditcOVl! nftt ..cl ofttn m,ku 11 muth lcu collly H weff. tomlnln1 llltltUdH and bth1vlors thtV m,y not h-

thoutht about b•lare. it 1ll0W1 llmt for di1cuuion a nd COMPORT IN NUNIIH. • .,,,.ii IIOIIP 11 uwally i.is rumlnatloft to disc_ , mo1lv1llons. lntlmld1tln1 than I IMMnll IMM/i- P9oplll IHI mort comfon1blt Hprntlnt 01Jlnlofts. SINSIT1VI ISSUQ AODRISSID, Whtn mtmben of

th• tfoup Clft ffl>Pllhl t • with on• .,,oth• l>KauM of , u x1a1 AND RISIIO--.aRIIIITID. 9ocou .. Jimil:u ... .,llftllPfl( .... tftey , ,. mo,.~" in th• «fts.CUHIOft ti,. structur• ls ltu rigid, 1ht IIOIIP t.alrn t11t dlscuulon of Mnlltiv.. v.alue-~dtn IHul!I 11kt stem c•II ltilMC'h 01 v,-1 It wants to 11"· and a b""'cllr ,,,.nlifalion of the domeslkabu ... topic 11 poislbl• . Th• focus Is on ,upon- (atlltudn and oplnlom). nol on tht qu,nlom. so lllforiTatlon tmllftn ATTfTUDIS DI' ACTIVlSTS INCLUIIID. A locus lfOUp on safltnt IOl'iu th10u1h 1h• natutJI flow of discuulon. p,Oladn • c_,.,allw aimosphtr• which m•v--.

lht panlclpatlon of ,c1Mn1 and or1anlrotlonal ckl11t1on GAUGI OP GROU, IIMAVIOII, RathH thffi rtsurth· not wilfint to pa,tic,pat• in othtt kinds o f r1u11th. i"1 lnd,vidu1I bthiWlor or poltntltl b9hawor, locus 11oup1 t lllJIOrt llliludes and bthJvlor lnfllMnctd by lht ,,oup 01 ISSUIS AND JAIIGON IIIINTIPIID. Th• rt5110n1H society, • t,, more ,wlla blt fflNSUrw •nd p,edktor. lram a locus ~oup ldtntlfy lht IUues of most <Ol'KHn

to tht lfOUP H MIi . , lht Ian.., ... l htV UH and c,n undtm.irnd in di«usslnt thMt t opla. S<Kh • laundatlon provldts s olid tr0und tor subsequent rtHirth .,d mH· sattdrffiOp,NnL

WIAIC OR DOMINANT MODIRATOR. A Wtall mod••· TOO FIW GRO..S. For 1h11 IHHICh to ti. valid, I ""m• 10, ml't' allow some mtmt.n of 1ht lfOUP t o dominate. ti.. or .,.,..ps must i. conduct.O 1mon1 various hoffl019" and othffs ml't' bt lntlmidi11ed or rwlr1in from offtrlnt MOUi publla. Thtn th• Information uni. conwlida ttd OIJlnlons. Tht flOUp ttSUlt will i. bl-.! ..cl prob;ibly UH• 10 provide • morw comprthtntlvt look. IH• A modtrl l.or who domlftltH lht IIOIIP wlll lmposo opinions and attitudes ratlwr t11an probl"I th• attitud.s GINIRAUZING TO A ,OPULATION. Focus lfOUP of lMl'OUP, N!lll rth Is q~lllltM, not llatlstlnl. You cannot .........

In '/OU< conduilom to iffy •...,eral public." \lour condu- NOT HONOGINIOUS. A focus JIO<IP s:hould bt homo• tloni m vtry much lnu.,. a nd 1roup- 1ptelflc. Thty may .....,.. .. or 1h11 mtmben will t. lntlrnldalad and Ul'l(Offl· t. indicailons 1h11 wlll lHd you In p,obltm-SOlwint or in fortable with lhan,,. thtlr attltucMs. 8road rwprt!llntatlon dtsl!fllftt quantltatlw rHUtth, but lhty do not rwjlftWnt Is 1th lewd by conductl111 multlplt hKu, 1roups 1mon1 public Ol'lnlon, , ...,.,, 1 hom0ttn~u• publlu, rathtt thin mlxlnt rwprw• stnt.atloft within I s1n1le 11oup.

C KA.l'TU 3 Conmumlr.nlion1 '"4'Grdt mrlltod.t

~ I ~T"'1&1'"10C ., Information used t a WI""'"' publics a«Ofdint ID VillUH. • ttitudH. lilHl'jtes • nd dKlsion•maiklftt plOUUH,

annlysiJI of how attitud"" and opinions chllngc bu<,d o n the flow o r the dlsc.-uuion can hclp us know wha t Information people nc,c,d lo make sound dc,clsio ns and what appeals will be most cffccllve in the Luger arena. I nnovations in focus group ruearch now allow qu11ntiflcalion o( l't!SU!ts if certain conditions att meL Cunducll"l! large numbt,rs o r group• and cmplcJ),jng some content analysiJI ltthniquc1 can make the data st.a tl1llcally rdlablc.

The lntcrnd proviclN an interc,tlng resource for traditional roc:us group n,aearch. Seheduled onllnc chnl• can produce ,imlbr ruult• witho ut the geo- graphic l'C!Jlrktions. Nl!Ytrlheless, care must be taken thnl participant.• att invited and known. Olhcrwiae. lhe dabl may not be useful Cor the reaenrchc.,r'k purpose.

Face•to-fatt group disc:uulon 11 still pn,fcrablc but can be simulated using tools 1uch u Sllypc.

Copy .and product testln& Onedu•lc useorroc:u,group• I• ror,'Dpy and/ or product 1 ... tJng. llut t hll I■ not the only method by which to lc1t, Copy l4'Stlng limply select• individuaiJI within your la'l!tel publics and n,qucsts their rcvi""'' o r copy. wbdher s urvcy <.'Opy or communl• catio n copy (brochlllff, advertl1ing and th.- llkt') . I n product testing. individual■ an, askrd to l'Dmine and use • product and plO\ide feccll,;,clt o n """1')'thJng from pack- aging and uln methods to product quality. Produci tests may be do ne Individually by penonal interview, by mail, in focus groupo o r onliM.

Ho ncll rctponset in copy and product letting help avoid co■lly mblakcs. Sul'Yey research instrumc,nts should always be lclled bc,forc bctl"l! lmplnmc,nted. Tming copy hclpo cnture that the mcuugc,1 arc com ing ac:rou In such a wny u l o produce the d.-.lred result. Ma.rketcrs tc1t promollo nal campaigns or products In areu n,p- rcscntativc of the owrall market. Somc,limc1. ,,..., or three different version, or a product or a campaign will bc tclled In 1l mllar gc,ognphic an,as lo determine which will be t he most clfcctiw lo roll out n11 t ionwidc. Copy and product t.-.tlng is one, of the moll ,oaluable kinds o f research available to the pnactitlone.r. Its greatest \'11luc lies in its ability to prevent mistllkes - savin, m onc,y, effort and time.

Psychoi:r.aphlc studies Vuluc1 and Ufcst yl.-. St,gmcnting. dcYCl(lpcd by S RI lntcrnational In 1918. i, a rckarch m ethodo logy that daS1lncs publics not just by demographic data. but also by ,-,clwpaphl.. data or a1tltudc1, bcllcf1. Uf.,,.tylcs and d«i1lon-maldng pro- cc1sc■•• Found to be rar more clfectlw In segmenting public• than demographic• alone,, poyc:hogn,phic studies help us to km, ,.. what motivates individuals within a particular public. The VALS categoric■ - achie-vcrs. turvivon, 1ust.nlncrs, bclon,ers and so o n - have been used exten■ivcly in adw,rtising and marketing to 11egment and tailor messages to specific target publics. They provide the same valuable seg- mentatio n for communicatio n with all the organiutlon'1 puhllca. Communicators should know the VALS ca1,,gorle1. both the original and the more rttcntly revised

CIIAPTla 3 Communkatlo«•IT#.Ordtlllfrlhod• 11

,iqim<enlations, and undenlnnd th<e motivatlon1 1.M'd lo ti,., dilfcn,n<:<'I in nit iludc1 and llfei1tylc,1,

Othc,r murlu,t ...,.ca,..h firm• have •u~uc,ntly develop,,<! 1lmllar cntcgori• zatlo1U. ln the 1990s, Clarilu deveJop,,d PRJZM. ""3]11l'ntlng Amcricnn COl\lum• c,n into 14 grouPI wlt.h C>6 demographicaUy and bebavionUy d l1Unct type• like

-Cosmopolitnns" and "Kida & Cul-d~Sa<:s. • PRIZM was ,u•qurntly purc,hnsNI by NiclSC!ll, ti,., company known for ratlng what ~le watch on tclc,vision.

Oftentimes. local media and othersimilar organlzatio1t1 •ill haw Rgmented and profiled their own target audience• u1ing a combination o( demographic and p,y• chop-aphk data. Wbrreu 10mc will be unwiUing to dlxlo"" the information, which II qult.c, c:o11tly tocomplle. othen may be penu.ad~ tosbare the data. 1!11pcclally lflhc ttqllfft conw,1 from a nonprofit organization or is fo r a ..haritablc purpo1tl.

Anotl,.,r valuable tool for under,tanding lu,y publl"11 is ValuH in St rntcgy Al..,,..mrnt (VISTA), n pl'O<!cu de,-clop,,d by Wlrthli n Wo rldwllk and putt hued by Harril l ntrractivo, which hns now allo JoinNI force• with Nlel,rn. This tool's prrm• Ix is that wlur,o nrr the Cundanu,nt•I drtcrminJlnt of an lndlvldun1'1 bt,havlor a nd dc,clsions. Undcntandlng lht! fundAmrntal val UN of a public provldr1 I he 11 rnlt!ll)' to motivate action.

Social media analytics A new reality ortoday's communication "nvironm.,nl is pervuiw, social media. With the range of networb avalhlblc today. organizations must c:arefuJJy chOOJIC! those with whlcb tl,.,y will enpgc - lhosc most appropriatr for building rclntlonlhip1 wilh lu,y publics. Facebook w:i.s pcrbap1 the lint to become an e1,rntlal presence for thr orpnlutlon. Now 1\vitkr. l'int crcl1. lnllJlgram. Snapchnt and a ho•t of other social mcd!A nrtworb have become channeb through which we interact with our publlc:1. Since lh" effort to b uild nnd manage ■ IIOCial media prrllC!ncc la 10 c01tly and 1imr=n,uming. it is crilicitl lhal o rpnlut io n• employ """arch method• to en•ure thi, cffc,ctivenHI or their ,oclal n1edia effo rll In ckli,,.,.ring the RM!IIDJ!CI of the, orgu-

nlzation, building rclallon1hlp1 with key public• and providlnlJ the internctlnns key public:1 desire.

Quite limply. 110Clal media analytic, are the, toola uaNI 10 measure. unalyu and interpret the interactio1t1 and rclatio1t1hip1 with o ur lu,y publia. Using annlyt.ics is essentially "onllne listening" t o he.Ip u. be1tu meet the ntt'ds of publics. The Eutman Kodak Company II.led onllne 1111.enlng lle\'fflll yean ago 10 det e rmin e, what f..alures consumen wanted in a digital C2rnrra. Tl,.,ydiscoven,d thro ugh their re,carch thnt no rxiJllng cnmcr11 ofl'cn,d 1he combination of fHture• con1umcrs •-ere buzzing about on Face book. Kodak e nglncen quickly W<!.nt t o work and within a few month• wc,rr able to bring a new product to marlwt that c,ontal n cd all of the fra1urc1 people want rd mo1t nt unaffordable price. The new camera ,old ext rcmdy well. but unforlunately wa1n' t enough t o uvc, the 1tl'IIJ!ll)ing company f'rom bank• ruptey in 2012.

Thi, kind of meuun,ment l1 ,o Important that many of the 1odal media net· worb - lllw Faccbook and Google. haw lmbeddcd 'lhelr own monitoring and llllll· lytical toob to tr.aclt socbtl media elforu. In addition, a bolt ofextemal tool, -1ome free , ,omr for a r.,.. - Integrate meuurcmrnl of all IOdaJ media elfortl. 111• """"· tlal, nrvcr1.l,.,le11, that you ,ire carcful aboul whal you an, mcuuring. Men1urlng lhc number ot•Jlkd• or •friends" o r "followers• doesn''I measure whether publics are

II CHAn u 3 Con1munlmtlcm1rnrardel'lttl./t,od,

TIPS f ROM THE PROS Bayond samplln1 •rror ... ...._ ...... ,ao., ........... ....._... • ..,_,,....._..,....._.,. ..... ....,.c:-111- ,,..._., ... ...,,..,.._"".,....,. 3 ............. ,_ .. .....,_.,.

With the wn■nt 1mph11l1 on "bit daU" fot trlt kal dKl1lon•m 1kln1, 1uowy and umpll,. Klenc■ 1 19 111 about IC<Ufllttly mn111rin1 • 1m1II numb■, of peopl■ to uncl■ntand I h■ 1t1ltudft and pr■dkt th■ b■havlot of 1n 1ntJ19 lfOUII• Aca,,acy ln IUIW'/ 19Hl lth 11th■ dinct Mull of ldtntlfylnt, 1llmlnaU11101 contctlftt fot 1 1l typ11 of lllot Of bias that Qn • -• Into ,. .. _.h. WhUo umpllaw _,,, k th■ most vl,lble lndi<.to, .,J •--.v a<cu~cy ,epo,tod In 1111 "'411b, your 1UCCHs dtptnds on undffltlndJnt both umpllnt and nonsampliftt fflOfS.

SAMPUNC. ERROR 5Mnpli"9 ffl0f l1 !ht statlstlul ntlmat■ of ~Ion thn wlll occur when u11nt I SINII numb■r of pt0pl1 (a umplt) to 1pproairnat1 a rHult from a mvd1 larpr population. o,,. way to t hink of samplint tnot is the ranee of r■sults thn would 0[[1# If '/OU Wirt to rtpUI '!'OU' WIYI'( hundrtdl of tlmtl, For IUfflple. many IUNWY' rtport 1 11mpllnt lffllf of plin ot m inus 3 p1n:1nt n the ,s pt1Unt confkltn<1 lnt■rval, This slmply mtans 11111 If you wtrt to rtpu t this 1tucly 100 llmts. 95 p11t1nt of th■ tlmt '!'OU• r■IUlts would I-all within a ...... of, pMt nt ... points.

NONSAMPUNC. ERROR Sampliftl MOr 11 lnh4lft nt In 1 11 s~ W. undlflllnd It WIii and ca n prwdkt It. Ott.r soun:11 of t not ar■ mot■ tluilw, YI' tumor■ lmport,nt to 1«un<y ilnd utlNty ol 1urwy r■111lt1.

S.,... ,-. M,,._ 1ur■ th■ nmplt wn takan flOffl t ht 1roup of ptOplt that mnttt Fot oumpl■• If tile •Ln■Y Is about who will be tlt<ttd plesidtnt. tht samplt "-Id com• from PfOPle who can actually VOt l for p,Hlclfflt r■tfstl<ld vottrs.

_,SQ •-Stvtral factor, lnflu..,.. a rt1pond1nt'1 llkttlhood to r■spond (1.1~ modi tfft<ts, lnttrvltwtr effwcts and HftlltlYlty tfftcts). Anh■< tllan latnplnt lrrot, I would muth pm-. to know tht rtlponSI rltl to, . WIYI'(, A low r■lponH rn1 lndlut11 tht ""WV 11 leu llk■ty to r■flt<t t h• popullUon In q u11tlon.

c...t .....,_ Qu11tlon1 an Ill W<Hdtd o, constructtd to pntrate Just about any Mull dtslr■d, Always r■ld tht questioM lhlt ... ,. nktd lllfor■ lntlfl)rtllftt lht r■lults. 811Sld wordiftt ..... p~ blntd r■1UIIJ •

.twtlil 111 Ill,.-,., Always <hid! to SN who conducted I.ht s urvey and who paid for It. Rtput1ble compa • nm lmrwst sis,,lflant tlmt and MOUrtn to produ<t objealvt ftndlnp and eimiNt, non11mpllnt 1no<1,

r• 1 lesJOn from markttln1 and 111,vey rt11an::h tomp1nles, lnstud ofwonvins • bout 11mplln111,0,, fo<u1 on undtfstandi,. i-to rtduct nOftUmpllftl fflOr t!woutf, food surwy msitn, quesdannain construction, lnttrvltw· Int .-uuon Ind data proc«ulnt Ind con■<1lon.

c nAPTaa s Communlt utfon, rr.W'flt"Ch lfWlltod• •

actually n,talningand acting on your meuag.,. Don't confUR "°'"'Ml# wit.h IUttl!II. Rememb,,r that bchavlor - o r action - II the llnal evnluallon. It doesn't matter how many •rou.,_n• you haw lrtheydon' t actually perform th e action that will aalllfy yourobj«tlvu

Survey rese.irch .ind opin ion nmpllnt A popular qunntitative resean::h method iJ survey re.earch. although ill cndibiUty bu clecllned 1omowhnl In rettnl yc,an bc,causc of th e dlfflc:ully In securing a truly random 1ample. Scwral ..vcnll tun-., aff..ctcd the ability of r.,ean::hcn t o s«ure truly random and repre..,ntativc sampl"s. Mall ,urvcys have always bttn "stremdy unreliable, not only because, o f low n,1ponac rate• but also bccaUR o f 1ampUng bbt1 introduc:..d by tho"" who c hOOR l.o rl!lpond. Only certain kinds o f peopl" will t ake the, lime t o re1pond lo a nu,11 survcy. malting it anyt hing but n,presentatlvc,.

Telephone •u,rveywi have also declined in crc..-dibility for I.he same ~MOn. And

thr "do not c:all" n,gl1try has mad!! telephone surveying mon, dlllk ult lhAn ever. Allhoogh telephone 1um,ys are not p rohiblt..d by the n,gi11ry. the, wery c.sl,t.,nce of a "do not ca11" list seems to ha\-., gl,..,n people the courage to refuse calls I.hey would ha,-c pn,viously endured.

N..vert.helus, survey aucan::_h bas bttn a popular "'""11.n::h l«-hnique in commu- nlcat.lona and wlll probably rontlnuc, lo be In 1omc form or a nother. For cum ple. "'""an::hen may find the pcnonal drop-off m e thod 1011ill bc,c,ffmiw, bccaUR of lhe pcnorutl conlacl lnrolw,d In dropping off and/or picking up a 1urv,,y. It II not Ill euy to tum down 110mL'One faa, 10 face u It 11 to 1ay "no· ow,r the tdcphonc,.

Online program, like Qualtrio make, ,urveylng .,,,.ler but 11111 face the challenge o( s«uring Npro1cntallve 1amplc._ Prof•ulonal rcll'arch Orm, have dc,vnlopcd other techniques that can also improve n,1pon1e rates.

Survey reacarch 11 a difficult and exacting approo•h. 11 requlres mc,tlculow atten- tion to dl'lail al every 1lep of t he proccu: que•lionnaire design. umple ..,Jectlon. survey lmplemenlllllon. data processing and data anlllysls. A mistake, or misjudg- rn..nl al any point will alu,w the n,1ulls. often without th• n,,,.,an,her knowing the data are skewed.

To be, valid and rellable. aurw,y n,scan::h mual follow 1lrkt rulct of re,,.,an,h. The ldc,a bc,hlnd 1om,y re1•arch II to take• sample, from II populat ion , or univcne. IJ we follow good rundom-111mpllng prottdun,1, we ahould be ublc, l o make that sample relallvcly repreacntatlvc, o(lht, uni,..,_nc,, although we can nc,v<'r be ablolutely sure o( our accuracy unle11 wr survt,y ~ry Individual In tht' popul■Uon (a cen,us). The total numbcr o fl n dlvlduall surw,y-cd In the population and lhewaytbey are sei«tcd will det ermin e how accurately the, .,,.ull■ refl«I the u nlvcnc,,

S tatl1Ucal n,1ean::h o n very c ritical lllur1. o r In clDk political cam paign,, nttds t.o have a high l..vcl o( conlldcn« and a I.ow umplln1 en.-. abo known"' margin of error. The confidence lewl reflects I.he researcher's pen::entage of certainty lhllt I.he re,ults would be the .. me (within the margin of •rror) upon replication o f t he lllr\'Cf, The margin o f em,r reflects the pcrccntog,, points that the sample results. on anygh·cn question. muyvary from the populallon at u wholc. lncre11ingthe umplc size lncttuc• the con0dence lc,-cl and clcut'ue1 the margin o f error. The o n ly way t o be 100 p,!rccnt con0denl and elimi nate the margin of error wuuld be, t o 1urwy thc,onllrc population or take a CCRIUI. Rl!lean::h N!f!llrdlng an orpniutlo n '1 publlc1 1Cenerally n.'<julre• a l leut a 95 pcn::cnl confidence level. and a margin of error o f S

~Hurlld II martin of"'°'· II lndlutn the possiblt ptrctnl• varll!Jon ol the Hmplt d• h !tom 11w ..... popul1tlo'1.

~ cr-•1e1111r! LIVll Tht PlfCtnll19 of Clft,lnty th•t tht rtsultJ or a surwy would be tht umt If rtpllcattd with I dlffertnt sample.

IO C II.A.PTU 3 Camnn.mlration• rnm~ I, mt?t.hod•

I i i I

MINI CISE Just Bom Quality Confections I WIii people buy PEEPS• for Halloween'?

IACKSTOltY For mort 11\an 20 vtaB. lull Born Quality Contt«lons' PEEPS• bfand rNrthmallow lrtm ha..,. bttn 1he btSl~lnt, non-chocGUtt Qlldy In the U.S. du rln1 t he EHtff hollday HHOn. Men than 1.5 bllllon thkks 111d bunnln ... sold evtry sptl"I WIiii. Enm Is typicall y l ho blftHt holiday fo, candy ulfl - <on,umtrt sptnl $123 million on candy lhe WNk btfcn EAslaf In 2016 - Halloween, Christmu and Valentine's Day lR bl9 candy holidays n well Juli Bom, a famlly._,,td company wilh headquarters In Bt1hlthlm, ~nsylv,nla makes Spt<lallztd PEEPS• for holidays lhrou!lhout Ille vtar. "°"9wr, lhesa c1ndl1s. lndudln1 H•llowffn !lhOSU. Chrk1mu lletl and V1ltntln1'1 IJ"V huru. hNtn'1 sold n well In an effort to lmpltment lu comp.ony.islon of drivln1 ·1nn1formatlon1I 1rowth ind p,oflt; lull 8am worad with Ill •t•n<v p1r1n11 Cc,vntPR In 2015 10 Improve 1lllt1 of 111 Hallowttn• and CM11• mn-themr!d candles

KEY FACTS &l1ll111 re1111th from Just Born dtscrlbtd Ille llfll! audltnu n moms btlWHn tht a111 o f 2S and~ who wa nlM lo makt Ille holidays lpt<lal fa, lhtlr famllles Marut rwwarth from tht Mlntel datobHe ~ that the l -.Wt •udltnct uSH online t ools to plan fat holl· days and vlkiff rwtlpt 1nd clh ldtu, ,_ n- surwy of tht ta<ttt oudltn<t frx,nd that only 1iO pt,c- of Eastff PEEPS• are Ultn, The rwrmini"I 40 ptltfflt ••• uwd In redpts, Cflhs and decorations. Mell• 1nalysl1 diKOllfftd that nMs cowr11• of undy duri"l lht hollday1 focuHd on susan•spt(lflc n....,,,_

Ho• ._.,...1 yw , at,,IOltl~ Utt rw.10,cll mttltod, .,,.,d 6r /w .,,. end Co}'it PR ~ What oth t 1TH' rrh 111t.th , would,- v111 ,,,., """'' lnformorlon would ,ou rr, ro oblm•~

JUST BORN IINO COYNtPR'S STRArEGY BaHd on tho rnurch Hndl"I• lust Bom •nd Cayn.PR adopt-«! a '-<hannet communlutlon s1111tt1V to _.ntt· no m-«lla covtra_. and driw Mbsitt ulti. F111t, they rtll«d on modia 191.,tlons to cnnt awa,_ss for Iha brand

clurln1 tht bu5'( H•ll-n •nd Chmtnus Mt.sons. Tht stralfl'/ focused on hithliltltint now produtl> and st•· son-sp.citk Ila.ors to fit into tha l'/Pk.11 holiday andy c_,.. F0< nampl ~ lust Born and CGVMPR pitCMd storiu at tht bftlnnln1 of lht Hal~n s.non about Its new IQll-n !Qwrs, candy corn. caramtl 1pp11 and P"mpltin Slli<t. Slmll1rly, at th• b@linnin1 of tht thrlitma, HHOn. thty pitch-«! ltoriH about tht ntw ChristrnH «-11, hot cocoa, peppermint. su1•• plum and 19d wlvtt, Al the tnd ol t ht YH•. lhe'/ pitched 1110,y about Ille top 10 pop n,ltu19 momtnt, ol 201~ 19•trut-«l wrth PEEPS•

Stcond, Just 8om a nd Covntl'R uMd cli1ltal i nd MJClil medg to wre io. .. whh moms usln1 PEEPS• In 19Clpn, cr•lt• and dttoratlons. fhls um..-, 1,.,.,i..d rttrult1n1 SO "mommy blono11· to crutt tllllt1 and ftc.lpo, uun1 hol· iday•thtm-«I PEEPS•, which wttt lhtn 1'1• •td on 1htlrp111orwl blap and liCl(i;il mtdia channtl1- lhl><onttnt _,, 11so 1hlrtd on Ju11 80<n'1 ,ocrll chlnnel1 and rtpurpo11d to _.no,att 1J1ditlonll mtdl1 coonrtt•• Ourl111 c1w,11mu. the tw~nd worked with htty Crock"' to ,,.~t• two unique PE,~• dessert ,1clpa•1" Pl·nter•st wa, a 1tev channel uwd 10 tlltOUlll9 rtclpe Shlll"I amont tho u11tt public. All of tht dltitil tontt!nl lntludrld coupons and cliCounl codots, so tho br;rnd could track tho lmpxt of thl, 1>1" of the campaltn on .. ~

RESULTS Mtdia trac lciftl dttnonttratld that t ha brand's traditional ~ ia out,uch .tloru ,.,ulttd in 3.3 billion !Mdia lmprtnlons - a n lncrtut ol 6S po ru nt.,.,., lht p19viou• VHI Ourl"l lht 20,S 11•- wason. Just Born rtporttd • 24-jMrctnt intrHlt In wob,ltt HIH OWi tht .. ,,,. t'N'nt period In 2014. Coupon lmkln1 found th;at ]0 jHt!Onl o f •II coup OM 19dttmtd dullftt lht Hlll-•n ltHOn ... ,. a 19'.kill of tho lnll.-ncor compaip Add1tlo1t1ly, coupom rtdttmld durl"l lht 2016 Hal,0-n soson lncrt:astd coupon ,..,.nut b\' 26 ptrttnl. Coupon llo1ckln11 clurin1 tht Cllristmn ""'on showed t hat 40 porctnt o f all coupons 1-«lotmtd durin1 that period,..,. a 1t1ull of tht intiu-.r campalcn.

How IOOuld v,,u ror,gw, tJu 1u.::1th mltlJlod1 uud to t11<>llllflr th/1 comp11/gn? What oth,r l~pu of ......,uof/llC

ttrtattlt m,thod, would 10" '"' 1td •h•t tilOUld .,-011 r,., to mraw.rr?

pc,rc,enl or leu. Purlhcr, the mo rt' important o r conlrownlal the, iuue . lhc, greater lh" nttd for u low11r margin of t,m>r.

Thc,re arc two bulc ltlncb of IUl'Ye)' wnpllng: probablllty and nonprobablllty. Probability nmplln.g II ldc ntl6CAlly rando m: cwry lndlvidual In Uk, population hu a known and equal probability o r bring Rltttccl by clun<r. Nonprobabllity umpl•• IW'W)' wboeV\!r II DYailable, for uample, lnlerccpllng 1tucie_nt.1 during the, lunch hour u they e nter the 1tudenl a,nlt,r or lntcrvi.ewlng people al a groa,ry s t on, on Satwday afternoon.

Thc,rc are al10 lwo kinds o f erl'o n : sampling e rror and no nsampling crl'o r. Sampling error i• lnhcn,nt in sun,ey """'""'h been use we are coUl!ctlng data fro m a po rtion o r the 11o pulat ion and not lhe entire population. AJ a reaull. aampllng erl'or is lhc kn own variance belWN'n • rando m 11mplc '1 answers and the an.fW"-n 1h11 would be o btain e d from surveying lhe entire population. We dttr ea6C nm• plln11 error by lncn,ulng ,ample 1iu: thc clo1cr we l(cl 10 1urv,,ying the, who l• populat i o n . lhe 1mallcr lh c umpllng e rror. Sampling error ls unavoidable In

Mi.ulcn m.-11 in dnitn- illl .md lmpltfflffltint a quntionnal,. llwt rn,y 1.nclude cltfinlllonal d ilfu-

lntfl. mi1undors11ndln9s and mls,.p1u1nt~tions as WIili H todinl OIIOIS Md/ or probltffll that n11atlvtly influonat ..sponse ratos.

sun.Ty ...,,..,ard, (unle.aa we Laite a census) and is mnsun,d u ll pen:enlag., ailed margjn of error. N<-•••''"' ffTOI' u all oth<!r typc,s of error, inlroducrd into th., pl'OC<'U. Mlsultes mad,, In QIM!Jtionnaire construction. survey Implementation. data entry and tabulation an: all nonsampling errors. Gn,at are must be taken in deaigning and implementing the questionnaire. Question-and·llnl"~r categories must be worded to avoid the introduction ofblu 110 that an.....,n an-urately n:Rect the infom,ation the researcher needs.

Bla1 can olso be lntroducc,d In the lmplemt!nlatlon oflhe aurvey. Enaurlng llrkt ron6dentiallty of n,1pollllt!1 can le1lt!n court..,.y bias. or the tendency of rc.pondt!nts not lo answ,,r queatlons honeatly ao as not Lo 011'.,nd the n:11earchen. Training inter - vioweni to ask qu..,.tions without injecting value lnll«tion or personal commcml&. explanation or otbrr blu is also critical 1-urtht,r, gn,at can: must be tulu,n in cod- ing the IW'YC)'I and entering the data,, Data pl'OC<'uing convert• lhc ol>Krvations :and recpon&ea into stati.tics for interprrtatjon. Dab a:nalysia manipulah?s the c:bt:A to make logical lnfcn:ncrs. For the lnft!ren~ to be n:llable. the dnla must be accu• ratdy entered and pma.-ued.

F inally. the lnren:ncr• made mu11 be fully aupportable by the data lt!l. A few yeani ago. a ballot mu1urc In Utah propo,rrd a light rail tran,porlat lon aytll'm to be fundc,d by a amall tax increase. When the mcuure wu aoundly defcotc,d, many anoly,ll condudrd It wu a wte atl)lln11 Ught rail In n:ollty, iL wu more IJlu,Jy a vole againal lhe funding method, nol lhe lighl rail ,y1lc.m itaelf. When we deal with llnllnlca and maltt, lnfen,nce, Crom data . ....., must be very careful lhnl the data support the condusioM. Olhcrwi1c, we h,n.., ellablilhcd a fauhy foundallon for d ecis:ion-malting.

lnaddilion to the, types of survey n:lt!archdUK'Ullt!d above.other variations have specific purpooc1 and bcne.6ts. The foll-ing 1hor1 descriptions will provide a bau upon which to invutlgal c the techniqlM!a for any given n:scarch 11luatlon_

,..,.,,_,w --,,lln,. Sued o n Kou and Luan£cld'a two-1tep Row theory. pur• po1iw umpllng ldcntUlct and 1urv,,y,oplnlon ludcn to determine atllludt!I and behaviors. TI,., rCMearchcr mlll1 drvuc a proco,dun, that 1cl«L1 thc lll'l!cl publlc11' lnftuentiah (or cnu1e1 them to aelf-Rl«t), and then 1urvey opin ion and behavior. II la ai.o helpful to know a little, bit about o pinion leaders. such u when, they get their lnfonnatlon about crrtaln wucs. Understanding o pin- ion 1.,ac1,,rs help, us undcrJland ho w they will inlluence othcra. The Edelman Trust Barometer is an example of purposive sampling.

Stnr~ --,,lmg. Truly rnndom ampling should ylc,ld a croH ael-tlon or the popullltion repn:scntativc of the chanctt!ristics within the population (te. proportionate number, ur woml'n und men and so o n). Whenever w,, Ul'W the randomneu of the ,ample byu•ingtc,chnlquc, thal make It casierfor u1 lo com• plelt! the n:1Can:h. like surveying """'ry • nth" number £rum u local tdepbone IIJt, we rilk jeopardizing the ropn,1c.ntatl\..,neu of our ,ample. If obtaining a truly proportionate repre..,ntutlon IJ critical. thr neK'arch sample should be atrati6c,d so that it indudca appropriatt! proportions of the key ~nts of lhc """"11 population_

bdt/fffd ~ A growing an:a or ,un.~y research ls conducting ,un~ya OVl'I' the Internet and through aoclal mc,dla. While, then, is Inherent biu h«alllt! of th<! nature of :ittessiblu respondents. this data can be extremely valuable

CUAn"U S Commu1tit nlfon, ff'flf'UIT.lt ,_,,_. U

If the purpo.., I, co,ul,trnt with the population 1111mplr. l ncneuingly, O'l!A· nbtatloiu u1r thl, m e thod 1.0 rurv,,y lhrlr mcmher1, r_mploy,,.-s or cwto mera. Commc rdnl ftnru with ac,a,u t oem•ll liats may furl her fadlil.atr thl, mrthod. The, low-coal nature. .,.... of condw:tlng 1111d rapid fccdbaclt o( lntrrnl!I sur- "">"' have, fuek-d their popullrity. ~ intrmewa. Very sc,nsitiw, iuu,es and research that requires dttp prob-

ing fo r a ttllude1 and behavfon are belt llddrutt.-d thro\lllh penonal inter• vi.,_, The perao nal lntrr.icw rnaures grea ter control O\.'u the, aamplc and the data. But not only It this method costly. It rt.'quircs a lot ortlme and ""II• trajned intcrview.n . Nc,w,rthel.-u. in crrtain circunutan«1, It It the, only vln- blc, m ethod t o 1<...:ure reliable and useful Informat ion.

....-Ai11crrft •ul"W\)& This type, o r 1urw,y is 1lmply • periodic rttx.amlnation or attitude• and o pinioiu within the population. An Initial survey la done t o ,et a bt,nc hmark againJt which aubsequ.,nt aurvey reauh1 an, compared. Benchmark au.rvC) .. are 8ood t ool.a Cor meuuring ch.ang r .. well u for ev:alu - atlng the auccr_ss of a program.

,._,.tudln. Somet im es t"u will want l o study ullitudcs andopin loiu on a vari- ety o r issues over a period of time. Panel studies select rcspondmtswhowillbe available for follow-up survey,, at leut o n,.., a n d oft en -""ral times. Fo r rum- ple, a newspaper v.i U sr_l«t individwtls from ill ttadcnhi p to follow a specific u,1ue o r dcct ion and respond l o queries al 1peclnc poinll in the campaign. Behavioral ttudies an, also aometi me• conductrd by• pand t o USC111 whethe r • changr in behuvior I, tr_mporary and what nmtivateJ1 permanr_nt change.

Olllnih• •~ One o r the euiesl and least c xp,,n1lve mrlhocb or obtain ing aurvey data la to add a (c,w queationa lo a n o mnibus aurvey bc,lng prepared by a prore11lonal n,,careh company. Thc1e 1urvey1, aom ct lmo,a callNI tag-on aurveyo. uaually h,n,'C multiple reRarch clienla that ,hare the c:ot1ll and tho common demographic dal.l collttted. Specific d.11:ll gathered from the que•- llons each cllt,nl adds remains propric,t.ary. The advant.ages are the cwt aaving sh:attd by multipl" c Henll :and the, c UrTc n cy of the data because the sur. .... ys are on110lng and conducted ....gularly. I n oddlllon. the reliability of the, data la high u the sampl" ,Ju, is UJ1ually large.

C:, I 1 TI'l 'l rv

Our e nvironme nt bu changed. CEO, require "bigdllt n• t o make drt'lalons. and they cxpttt our rcconunendatlona to hr logically hued on reliable informatio n. To1tt\ll'tl a constan t Oow of the kind o r information you need t o make dKu,lons. 10 meet cbal- lo,nga and to plan alnlrgic action. )'OU must l\nd the right combination of continu- ous research techniques. The purpose of the, research :and the kind o f information de1ired driw the 1elccllon of m e thodology. Othcrwi•e )'UUr re1earch will be u..,leu because it is Inaccurate o r l>N:ause ii doesn't p rovide the information )'UU n......d to dc,slgn pc,rauHivc campaigns.

M C'M-ArT&■ 3 Communlc:mion, ""11W'rh ,,..,_.

L Voluntttr to conduct focus groups for a nonprofit orpnlzatlotL Su~uo,ndy. design and im plement a 1hor1 ,urvey to pther opinions. attitudes and demo- graphics o n some of its key publics.

2. V-osil the- local library and talk with the men,ncc llbrllrilln to discover the r■ngc, o r l'CIO\lrttl. datab11...,., search engines and ot her n,(orcnces av■lbhlc. S...arch through ,ome o r the material to d ltM.'OY'er the kinds or Information """""lblo,, nut Just onllne, but In t he Ubnuy lt1ell

3. Look up the most r e<·,ml U.S. C"'1.1us and write down a l ltea.11 a do""n catcgo- r ie. or information awilable through this rich n,,ourcc,,

4. Do tome o nllne lm,-estlptlon or .IC!Vcral or your fawrltc soda I media channel, to dilCO\uwhat kinds o(unalytks theyotru.

S. Compile • l ist or •go to· source, to quk ltly find contlnunlly updatL.J Informa- tio n on issues, publics and communicatio n channels.

References and • ArJ; ti.nn • 1 rn• '1 in ff~

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Ca)ll>"PR (2015). How PEEPS• boppc,d beyond Eule r and Into o th•r holiday colebntlons. /n11l1u1, for Publk R,lut/on., It.I rlov«I from http:/,'www.ln,tltutofor,1r.org/"'11-con- 1<nt/ uploadJ/WinnrrJlelLUICJte1urch_<;umma,y.pd(

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uploadl/2006- 1'bnning..£Y21.pdf

Paine,. K. n (2011). Mea.uro IV/tot M o-11tr1: OnllM Tool, f'or U11dt"Ntundl,w °'""""''"' S«lol M edin. E.'ngogr~11t .. and K,y R1latlOltUlipL Durham , N II: Pal rw Publt.ahlng..

Paine. It n (2007). M ra ,uring Pub/le IIL/aliomh/p,: TIH, Dutu-Drlvm Communicator~ Guidr to 5u.,.,,.,._ Durum. NH: Paine Publl1hlng.

l'altunack. A. (2018, August 22). Faceboolt rdnstate,, data firm It swpcnded for allrged mbUI<', but ,u...,monre question, Unger. f'a,t Company. llctri"''Cd from https:/,'www. fastcompony.com/902J982J,/why-did-t'act,book-rc-fri.,nd•a-dat■•firm•that-l"JUK'd·

•pyln1-<,0ncern1 Rabt,rt,, A. & In. J, (2016, October 28). 12 ne,unack, to try fo r HallOWttn 2015. CNN.

Rctrk-\'Cd fmm http:/{www.mn.(Om/2015,'10/27/llvtng/n•w•ha llowttn -.,a ndy•2015•

feat/ Index.html Shcnmod. A. (2015, November 6). 3 holiday tl'CAll for monhmallow lo\-cn. lJl/wauktt

J o,,rna/ S.ntl,,./, RctM'Cd from httlk/,'llrchh,..,,J..,nllne.com/ fc1turea/ foodt,l·holl-

day-trcat, ,for-manhmallow-lO\'Crt •b9962."300z.1 •360986771.hllnl Stacb. n W, (2010). Prlmr.rof Publk Rdat/on• IILROn,h (2nd<-dJ . New YorlcGullford

PubliatlonJ. Inc. Stacb. n W. & MkhacllOn. D. (2010).A Practiliom,ri Guldt to Pub/le /klutlo,u lkRurdt.

Mt01urt1nn,t and /:.valuation. New York: Bu,lneu Exp,,rt l'rNI. W"'-crbc.rgb. R. & Vcrm"""""'1. K. (rul.). GDPR for PR and corporole communication: A

<h «:kll,t. l Ynr,, Rctrlcwd from https:/{www.ftnnpr..:o.m/blop/ gdpr•pr•and-('Orpo• ntc-communlcatton ·cbccklbt

Wood. J, M. (2017. April 14) . 20 dcllclout facu obout l'eep,. Rel rl"''Cd from htt p,//m•ntal• ft .. 1.con1/ 1rtlcle/ ll6283/20-dcllciou1•facl•· •bo111•pc.'tlpa

CHAPTER::· / STRATEGICALLY ·APPLYIN& RESEARCH AND SOCIAL INSIGHTS . . , . . . . .

. · . . ·.· / "Today one of the big faults that we run into time after time is we get exquisite answers to the wrong problems."

-BA■OLD Btl■ION

FOUND&B OP .u .. ow-....-Ta.LL&a

LfARNINCi IMPERATIVES

• To unclentMld haw to 011.,,lze resurcll •ncl draw Infer· tft(ts th111uppo<t Slrllltk pl1nnlnt,

• To 1nm haw to uw m 1keholcler resnrt:h to fac Wiate communicmon •rxl reotionship buildi"!l witl1 key publics.

• To leilm how to cletermln• publics' ..tf-lnterests. opinion luden 1ncl preferred communications ch•-ls.

• To unclefsUnd how to uw inform1tion to cltterminr strfflflhs. -•knrsws. opportunities •nd thruts.

• To learn haw to sv,,thtslzt broad Information Into• cond w situation an•tv>ls •ncl core challen119/ opport..,ity sattrntnt.

U C NA-"D .. Sl.ratrghxrll)'applyiiwrrwvrdtl#Hlatia/imi11ltt•

~ IIIHIUIAL llrl 1'11~ ~•,,n Ewn15 o, conditions inside

•n Of!•niution tllit inlluena! hcM it oper,rtes. Factors tllit lnHuenc, intflTQI mvhorment an be

catflC)rind u stn!llflhs o, wtKntsws.

~ U'TU .l llrlw,aMM,,i•T Economic.. politQI a nd soci~I

dewlopmo,rns that actur outside .,, o'l•nlutlon but have an influl!f1CI! on it. The souru of opportunities, ch•~ •nd risks.

~ n., r • --• A twNd p,up of Individuals that has a wsttd lnttrtSI. or ·ruu; In an octanlutlon.

eseatth should be- an established and ongoing process in any organization. Suc- ceu!ul orpnlutions An, alwa)'ll scanning both tbc Internal ettvuo--1 and

the exteniaJ eavi,-meut, gathering dAta and feedbaclt from key lltakel,oklen and pabU,es, u well u meMW:ing the elfecth,-cness o( their communication In mov- ing toward established goal1. Al some point, the key information is pulled together to support pbruring. but that does not signal an end to research. The sawyprofessional is al•'ll)'ll looking for new Information that may adjust plans ot any point or rtt0n• firm the validity or curren.t efforts. Research that.,,.. all "evaluation" in the Strate- gic Communications Matrix r0<.'Uses on measuring our ruccur rather than gathering Information to chart a course. No,\'t'rli:M,Jcu. what we find out from evaluation inte- grotcs with tbc constant ftow or other Information to become the foundAtlon of new efforts, program• and campAlgn1.

Rereatth helps us identify the right problems to sol-,e and provides the informa• Lion that helps us find solution1 t hAt worit. It also demonstrates our crrdlbility to our clients or to m.anaigement.. tr the re-seo.rdi proces.s can. be s:aid to h ave :a beginning. it stArtrwhensomeoor firrlstatesn problem ordia'.o\'t'n an opportunity. Someone- a client. a customer. a colleague. a supervisor or you - identifies an i.- or an oppor- tunity. Then.,,.. start lo organize what we know around that issue or opportunity. We also reach out to gather what we don't know but need to know.

That's when the real wor k begim. F'acts and information ore gathered from all sourtts and organiud to be sorted and evaluated. Figun, 4J is a grophk depiction or an orpnization'• operating environment. This diagram illustrates • variety of poulblc stakeholder groups. both c,xtemal and intttnal. with whkh on orpnlzatlon mAy need to rommunkatc obout A partkulAr luue or opportunity. It also highlight• cltuactcristks or an orpnization thAt stueholden evaluate in forming their per- c,,ption1 of rcpullltlon and rclotiomhlp. Thls visual n,presenlllllon highlights the

RTRAHGIC COMMDfilCATIONS MAffllX 1. U0IGAOUND

J.5ffl.UITION ANALYSIS

Planning begins with a synthesis or primary and secondary research. It provldn background Information on the Industry, mcmal environment. orpniutioa. product. service o r luue. It includes a stakeholder an.elysis and aep,cnlatlon study that iclentllln Curt'CDt tn,ndJ In opinion•. attitudes and behaviors. Re,,ources I\ICh u ltaffing. Cacilities and interYenlng publics an, also Identified.

The situation analysis consists of two pangr,,phs. The fust pangnph_is a Jtatcment ofthecurtt!nt situation and a description of the challenge or opportunity based on ~arch. The second paragraph iclenti.6es potential cWllcultle1 that could Impede 1ucceu.

I . CIIM ,_,..., The l'Orc problem/oppor tunity Is I one-1entencu1"temfflt of the mAln diftl. CIPPGlfflNTY cul ty or proapect includin, likely COruteqllfflCN if not l'ftOlved or l'Hlized.

CUA.PTlla ◄ Slrat,vkally applying rnt'Urclr and I/Oda/ imigltb 61

Fl1ure4.1 Th• 0111nlzatJon's operatln1 environment

ECnRNAL ENVIRONMENT

Fedtflll. State, INDUSTRY/ SECTOR Loni Govemment

Unions

Pollt lcat trou~ Competitors

Spedll lnten!st Customers

Groups Suppliers

NtOs Re-Ulltrs

Tradlt lonal Olstributots

Mtdla

Professional Associations

Sodal Media Communities

Trade Press

Community GOl/ffl1merit Residents Retulaton

lssu,, problem, cha /Ieng• or opportunity

ORGANIZATION (Md lb lntarul envlrot1_,,.)

Empl~es

Members/ Volunteers

Investors/ Oono,s

Purpose/Mission

Man.agement/1.udershlp

W0<kplace EnvfronmMt

Reputation

Products or Servlc.es

Promotions

Resources

bN."adth olperspective n.....,uary togllln an 11tturate understanding of how the iuu• or opportunity impacts an orpnization and n,lated stalu,holders.

~ PWN.JC Aspecific 1roup of peoplt who sh,ut a common lnt:erHt. The Communications and MarketlngRe.1urchGulde in Figun, 4.2 shows in moN."

detail 1hr depth of =earch you will nttd for each are.a of the, diagram in Figun, 4.1. lt gil.-es suggestions about the types of infocmatlon that should be considered in ana- lyzing thr external environmrnt. the industry in which thr organiution operates and intermlorganiz:ation factors. Trarubte thecoru:epts in both figures to whatever economic sector you are n,pl'ffC!nting. Your analysiJ may ha...., a commrrcial product orkntalion. a corpora le.- issur ~t-ment (ocwi, a nonprofit fundr.using challmge or any number of othc.-r purposc,s. Figu.res 4.1 and 4.2 1ugge1t arru for n,search that can be universnlly applied.

~ I lo£' Problems or disputes U..t ans. bt!Wffn 0<1aniutlons and publics. Issues an

tv01v1! - tlmtthaftllnt fro,n eme,..,,, 10 tutrem 10 crislsto dotrnant.

JI C:IIAPTU 4 Stratrpicalfyapplyi,w rrwardt and mdal insight_.

m Fl1ur94.2 6"bo Communications and martc.tln1 research 1ulde

1. a-i..vt- mllllt Economic, political •nd sociil onvironment within which the OIJiniution operl!H ind the problem 0< chillltnt• ms ocnmed along with any underlyin!J issues. History. tvolutlon ind future dl..nion of the probltm, lssu•. cllllf•nte or opportunity. Pfts:su~ on the Dfi~iution .incf the impact of cu~nt events on its Operiltion iind the- milinten.ince of key relitlonshlps.

2.IIIMtry °'Janlntlon,, companiH . •••· dl$1ribution patttms, control and 1W1Ullltion, prOfflOtional activity, p01~phk chirxterlstlcs, profit ponerns. SIJ"'"lllls. chillfnifS.

Industry 1rowth pittorn,. prim•ry dtmond curw, pt, capita consumption, pottntlil. History. te,chnolo1ic~I ~nus. trends.

lmpoct of th• problem, issue. d,~!l• 0< opportunity on th• Industry.

I. Nabt ..... aadmn,patlliH Shirt of the mirht In terms of doOillS. units. clients. donors, .....ices. d e.

M"Mlld potential. Compttltors ind their potentlit

Campttlnt attitudes, ldtH ind lifHl'jtH.

4.Sbloll......,_dl Stikeholdtrs affected by the pro..,,,, Issue. chillenp or opportunity. Currtnt ittltudu, opinions ind vilws of Stik.t,oldtri ptrulnln1 to thl probltm, lssut, chall1np or opport1.11i1y. A<tive or •~re publics thi t m,t h- formed in rosponse to the problem, i$sue. challen1e or opportunity. O.mocraphk and psych01~phk data (lwii<!fs, values, attitudes. lifest'jtes ond doclsion-miking p,ocess). Rdi tionship qui lily betwffn stxeholdtrs. publics i nd the OIJi nililtion. Social media conVl!,..tions about the issue, d,,1llenge or opportunity. includirt!j l>as~s. searth terms. key

-ds. volume, sentlmont. ir.nds, tntift"'tnl. fflilCro ind mkro lnflutneffl, content iuthors ind publishers. Motivm"i self-lrrmests. lnttrwnln1 publics and opinion leadtrs, Information sourtes ind prmrred media chann1ls.

1. , ........................ . ..... ....... Purpou: Ml$sion. values. chilfxter. history.

Minapmtnt and ludtrshlp: Sc0pt of busln■ss , corporilt 10Vttnanc1. slfllor 11:adtrs, slu, 1rowth, financlil perforrNn<•. sociill responsibility. environrnonnl rHponsiblllty, rthlcil stondirds.

Warkplilct ..,,.,lronmtnt: Personntt structure. culture, tmploYft •nt•ment diversity ind Inclusion. Repuntion: Visibility, distinctiVl!noss, outhentk.ity. tronspirency, consistency. rosponsiwnHs.

Im poet of the problem, issue. clYllen!je or opportunity on the 0<!Jinintlon.

'- ,,.... ......... Product or <1rvlce dtwlopmtnt. quality. dui1n, p1tki!llng. prici"!I polki H ind structure. Siles ind profit histO<y. market share, dtmind, ir.nds, distribution.

Product or S1rvict sales featu,es (e,a:lusiVI!, none•cluslve. dlfftrentlatlnt qualities, compttltlve position In pub• li<'s mind). S-s forte or servk• p,ovlders (sitt, scope. ibillty. cost/sale). Pn>duct or <lrvfct rHtarth and planned Improvements.

c1unu ◄ Sttvlrflia,ll}' applying rntNJrdt and .,.,cial Wigl,b n

7. ,,.-loM Succu~• a nd falluJH of past policy, u lu lorct , 1dw rtlslnt- publklty. Exp<!ndltu,-s, budffl ffl'l!)hnis. rtl~ lon to trends. Ad / PR/m1ric2tin11 stra~. themes. c1mp1l11ns, Promotions of competitors 1nd li k.t 0111niu tlons.

LIi• - .. lnterveni"i publics ill1d opinion leaders. Attltudu and opinions toward product, luue or ortanit1tlon. Physical fa cllltiu, budftts. ptBonntl. clltnt support.

tr }'OU are designing the 6rst-ewr communications effort o r strategic commu• niealions plan for your client or c:ompany, the n.'11e11rch atttfon of your plan may take a s ign.ific:ant ;amount o f time to complete, It mny require an exhau..-ti'\'e seo:rch and synthrsb of ni,w da~ U. hOW!'YU, ongoing communications functions have syst.ematically gathered and organiz.ed research data int.o easily :acc:euible and usable information, your researeh task will be more of an update. Always lake the timl.' to n,cord and rue piec:es of info rmation you c:ome across in )'Our daily routine. Continually gathering information will mah, the research wk for any g;,.,-.,n effort or issue much easier.

Thr next severnkhapl•n in thisbooltarodnigned lot~you through the8-Slep Slnateilc Communkatlons Matrix step by s tep. The Mat rix Applied sec,Hons, Intro- duced in thl• chapl.-r, provide proctkal appllcallo n of that proceu.. AI, w• progr,,u through .-aeh step of the matrix in this and subsequent ehaplcrs. the Matrix Applied examples will utu .. rale each 11,p as it is discus1ed In the text.

This chapter i1 designed l.o help you pull together information and analysis into a succ.incl document (oetl.ll.'d on a specific purpose. Thal purpose might be a complete strategic plan, a budget n,quesl for a new communications effort. a solution lo a problem or cballenge, a response l o a perceived threat o r a proposal lo take advantage of an emergent opportunity. For our purposes here. we call this part of a plan o r proposal the research section lo facilitate parallelism ,.,;th the Research. Action Planni ng. Communication and Eval1111lio n (RACE) model. A.I depicted i n the Strategic Communiations Matrix and Matrix Applied eDm- ple, the re,eareh section c:onsisls o ( the bac kground, situation analy.-ls and c:ore problem/ opportunity.

The background is a SlllDJDaIJ' o( pertinent facts and infoanatlon drawn &om pri- mary and secondary research. II mull be c:omprehensive. but written concisely. II does nol contain everything )'OU discovered in research. only the infonnation neeenary to estllbllsh credlbillty with your client or manager and bulld the foun • dation for your plan. A good bae.kground will often depict data and more detailed information ln the form of figures and gnapbs. Datu Is more easily understood in graphic form. Figure• 4.1 and 4 .2 ahould guide tho de\•dopment of c:onlenl l hul may be appropriate for the background. At the very leaJt. they represent bow

n CIIAPTD◄ Slratrr,kally appJyingrrwordtonda«iaHmigltb

MATRIK Affi.lEil Research background, situation analysis and core problem/opportunity The Sbte O.par1m■nt of C0mtctian• is plannint to construct a n■w prison In c.■.n Valley. a small larmlfll town 50 mllH from an Interstate hitt,way. The 7.500 peoplt In the town and 2,SOO mo1t lnthe sunoundln9 lfta are con• <■med Im th■ .. r.ty of th■ir lamlllff and proi,e,ty. The ,111■ wlll fat■ ■,q>tnsiw OIJl)<Kltlon uni.u attltudts un be cNntf(I so that the town is reassured of Its .. tetv and welcomes the economic clewtcpnwnt that will come with the MWbclMtv.

IACkLII0UNll n., ___, •• - Like the rest ol the country. Creen Valley Is rtrllffNnt to~ from the economk downturn that hit this filnnin11 community particulatly hard. Unemployment and ur■lerempfoyment have been probllms. and the construction project. and the st~illfl and malnbPnance of a prison in town WOii id be a definite ecommic boon. Politically, the rnidents are ..,._,,,..tiw and supportiw ol tho pen.I ~m. but hiwhly publicind lnclc»nts of ,lol■nt crimt N-11 them wary of the llnds of p~le and criminal cultln th.Jt -.ild bt lntroduttd Into tlww community and to their children.

n........,, While the penal systtm -u1c1 lnt roduct tht .. amltr slllt of socltty to Crt■n Vallty, tht prllon and all the MtMCH needed to support the prison would mean several million dollars lnjtcted Into the a ru economy annually. and It -uld mHn 750 MW jobs with th■ prison alone. not to m■ntlon th■ jobs that would be added u the town·• buslneu communltv -ncltd to meet the needs of such a oolitv. While many of those jobs would be blue collar, houtly po,itions. • fair perunt• would be profeillonal po<ition• in education, health care. manatement. finance .and otho, profusions. TechnolotV, strict rttulation and control in this industty rendo,s saRty less of an I.sue than the public may think. That means growth for Green valley as people move into town to support the new prison, and emplavment lor people In Green V.alley who haw been without -rk because of thf' rK:ent recession.

a + titi■w noe only competition is th■ publics' ptruptlom, attltudH and valuu. F■ar for .. r.ty ind fur lor • Ion ol lnnoctnce prt .. nt opposition. Those un be Oll■fCOmt with a«ur.Mt lnfo<mation .and rec09nltlon ol tht bene- fits. Theft is al,io • potentl•I lor letll DPPMilion to• Proi■tt fikt this,

S I I .. , -•d• Crt■n V1ll■y resllltnt> ire diffused nalctholdtrs. Thty do not tvp!nlly inttract with tht Snte Oepartment of Corrections. but because the proposal to construct ;a prison In their town will h;n,e a si1nificant iffllllCI on tbtir fives, thoy are more lilctly to became lnwlved w ith t h• d~rtment throutt,out tht ;approvil proctSs. The prison proposal will a lso have an Impact on tt.1, attitudes about ;and opinions ol the apar1ment.. i;...., Valley residfnts haw some power DVl!r tho elected officials making decisions about the prison thm~ the ballot box ind public preuure. Thty h ... .a letltimabP claim on th■ inue btuuse the prison will be built in their tommunlty. whkh will be left to dHI with both tho posjtlft and neptiw impacts. Also, theywiD fftl a semo of U'1'!0CV lor jDvem- m■nl ludtr, to addrus their t on<trns u deadli,,.. app,oach for community l11put and JOW"""'-nt approvals that move tho prison from idH to rullty. This bnlad l""'P of Creon v.ii.y resilltnts can be """'°nttd into publics tNt wlll respond to the luue In different ,qys. This requires ;a fu ll dtm01raphit bntJlcdoMI of each sevm■nt In terms

CIIAn-U 4 Sl"f"lllrflkaD),applying rnn1rds and .«{al imig#,h ff

of ... s . ln<omt. omploymfflt .andoiti.rtharacurl1tlts. It 11111 •~uhH fl'~hatraphk data on attltudu. v.tun and beliefs on politlQI, 111ci• and economic Issues. u well n .i,out the prison specifically, The IK'/ChOlraphlc In•~ would indudle llmtyRs. rKJ'l!alion •nd other s imilar d•ta. It would •lso include idtntiflu tian of opinion leadffl, self-interests. infomlltion soumtS and prefe1red media channds.

1lle -,,.,II,.,_, Tht stMt pri111n system kNIIS • low p,oflle. and 11.tS bftn able to do so btc•use of virtually no incidfflts thrntenin1111ublic SOHty in the Im couple al doades. Tot sys12rn is efficwntly m.n •• and employft5 .,. compel!tnt. Its 19put•Uon Is unsullied,

1lle .,..., The seivltt pro,,idtd by the tupayer•fundtd st•te pen• systtm is nteess•rv. In this conseiv•tNe ..... ti•• ),Ktl<t sytttm Is supported, .and thot concept of prisons 11 undomood - atttpted. The!e ls little, If MfY, opposl· tlon ta the ldta of • prison: the<t was simply concem that It would be lotatod lltff. TIit issue of safety Is the primary concern In ttw minds of d t l-s, .and tlw txposurt of chlld19n to t he ldta of vfolent crime In ,oclety i1 a clas. 11<ond· a,v concem~ In a small town like tNs. thildten ~nd f.anillles WO\ltd see the prison fxUity d~tv. a conSUftt rf'fflinder of their wlnerabillty •nd the criminal tle.-it In 10dety.

,., 11.ww, Research slKMs th•t other mb!s th•t have faced this di~ haw been most successful when they have invited the community'• voice In t tw procen. PnM!lint full Information on loQtion, plan,. dmellnes. constl\lction •nd op,,.tion •lonw with inviti"'l public discussion and com.-it have typic•lly all- rommunims to wellh Iha p101 ind cons and tome to• dKlslon of support. Economic beMflu. sah!ty p,ocodures and ufety rwcords of othtr st•te l•dllties h;rw •O bftn _,ful mHnps. When communltl.s h•ve • voice In the pmcHS, ,,. .. sured of the Hfwty of thel1 famlllits, rec01nlzt the economic ben4!fits and Mt !ht meticulous ptannJnt foi the le111 disruption of their lives. they tend to be wpportlvt of• p,ison., theil community, A ptMslvt public inlOI· mat.Ion effort, the s upport of local opinion i.•de~ •nd community IOlums haw been the most effecti,,-e tools to •nt• .. publics and t•ln s.upport. .._., Opinion IHl»l'S will be tritiul lt>OUrces in this public infoimation and ptnuHion <•mp•lfn. particularly loal officials, school administ,.tan; • nd loal mlili• . The community·s Med lo, e<onomic 1rowth • nd s~lity . .. -11 .. jobs. can be consideml • r@SOUrt:e. City hall, the hiJh sdlool and the loal reo@nlon ceme are established community fflffli"II places th,t can be used fol community loNms. A weel<ly ,-spaptr •nd a lonl radio sution w,11 al50 be nesources lo, infonnation ciss@mination.

swvr-fptl11

STIIENGTHS 1. Economic benefits 2, ""1•1 systtm Slllly IKOld 3. Support of local leade,s

OPPORTUNITIES 1. Jobs 2. LOCJI nwdi•

WEAKNESSES 1. Conslluction lnconven'-'1u 2. Dally vlslblllty of iwt•tlvt e1tmo_nt

TIIREATS 1. Smty 2. Family values 3. L111I opposition

(Conllnutd)

M CIIAP'Tn• Slmtrr,icully applJ'fflll rrwarrlt ondM>fta/ ;miglUa

( llnzor<h llod<g,ound, slruorlon orw1¥iJ ond ca.. p,oblffll/oppponunlty. <Ottllnwd)

SITUATION ANALYSIS Tht itllnouncemtnt th.it the statt is pl,lnnint to ca,,struct • new prison f•ility in Clftn Villley hu btf!n mtt with initw n!Simnct. While ll!sidents.,,, ~ supportive of the mte's penal~ which has an l!XCellenl record of ufwty and comp11tnu, they fHr IIMt lntlOductloll of th1 a lmlnal 1ltme11I into thelr pec.t\11 community, Smty has i-n the <NBridi"!I concem of residents. Ollff5hadowi"1 the economic beMfit5 that would come from the conitruction and malnllnance of this ladllty. Thh prol«t would brin1 In wwral ml• ion clolla~ annually and 750 joos to this economically stNHli"'l community. 11-uld boost the buslNu and p tGfeulonal camm1111lties, Improve medical lacllltlu. strenttlwn lundln1 for 1cfuc.atlon and plOYide an economic Infection that -.Id sl1nllluntly Imp....., the quolity ol llfe for the YHt mljonty of .,.a ..sldtnts, A solid ID perunt of rHklents 11 ... Hpresstd concerns .,..r safety, but only 3S pen:.-it could n.amt • potential economic benefit. Fewer thi n 20 percent 1hou1ht 111a ,-1amrv-uld lmproyeothu local HM<H Ilk• tducatlon and h11lth<Mt.*•lv thlft-quarurs ol rHidtnts hwe 3 ~b&e oplnl on of the Sute Conections Oepiu:ment. but only one--qll1'1'Wt' indiate ttQt tneywoutd be fuUy

supportive al• prison In Gll!tn Villley. Whlle only 30 percent••• outritht opposed co lontint the prison here, 45 percent haw s lenifinnt concerns. Should those conum, not be 1lltviated, the opposition could pot.-itlally mobilize a I~ ch~ to the project.

Tht prima ry chall1ne- seems to be public •--u and education. Other efforts hallOt shown that v,ln1 the com• munity a 1'0ice in th, process •nd bei"!I compinely tnnspa~nt and open about plans and ~on have improved community support, 11ptdally Jl,m, the IICOIIOmk blneflu. Sat,rv will •twlVS be an lssu.. but tha rtputatlon and Rfely NN:c1nl of tho lllpartment al (llnl'<tions .. -11 H pracwdurn In pl.co to..,..,,,, gfety can assuro tho commu· nity that then! Is low risk a1SOclat1.d with houslnt • prl>a,, In the community, loca l opinion leaders and local mtdl• •re MU•lnforrMd on ,.lov•n1 lssu.s and aro suppo,11v .. Bui If oppo>ltlon can't be COfflllflod to &up port, Gretn V~ will Huly lose the opportunity 10 lmprow the standard o( llvi111 for reslcll!nts by loc.atinj the prison I here.

CORE PROBlOI/ OPPOIITUNITV Raist public•---• of ulltv and the t..wfiU al tht n- prison to r•in Pllblic support and neutrallzt opposition so that the <.rttn Valley prison project can I" fo,w;ord without costly dtl,f or lflill oppOlition.

comprchcnsh-.! your understanding or orpnlzalionJ. iuul~. stnkeholdcn and public, should I,.,.

The bad<ground k!ls the stnge for understanding the situation at hand. It con• talns infonruttion about the lndwtry and thr clim t or organization. •P"ciflcally put clforts and c,=ts affecting orgnnuoational success and where the client currrnlly stnndJ In th" markrtplott or in relatio1Uhlp to lhr luue. 11<,ml'mber that it Rlects and hipilighbl only those bits of information that build the foundation for the solu• tion or plan you will propose. Although you haw not yt,1 Cully drflned the problrm or begun the planning process, some obvious alte rruitivcs will r merge as )'Our tram gathers and evaluates the research. The background should organ1ze the informa- tion and present it in a way that will demonstratr to your client or manager thl' wis• dom of the solutions you propose.

Stakeho lder resnrch Stmboldc,r m1e:,rch provid.,. the foundation from which you 0 111 make informc,d dedsioru about segmenting and targeting publics. It also helps you 11.ep into the

CIIAPTU ◄ Slratrgia,0,appqing rnn1rds and •dal buigl,I, 11

shoes or those aff'ected by an organization's decisions and ..,., thr bsur from their persptttlw. A;. shown in t he dlagnun In Flgun, 4.1, you can conduct research on any of the rliliholder groups you think may b<, aff'ected by the problem or opportunity. Remember that you CUUJOt select key publics al thu point because you ha.... not set objectives. You hove to decide what )'OU need to do to meet the challrnge/ opportu• nity (objectives) before you decide who (keypubUcs) you need to reach and motivate to act. Nevertheless. this research will b<, invaluable to you u )'OU proceed to plan. With good stakeholder~ you will be armed with the knowledge and under- standing you need lo select the best combination or key publics when the time comes.

A good plao, to start when researching stakeholders u to unckrstand the reason for their connection to your organhation. Categorizing stakeholders In this way can hel p you prloriliu your research efforts. spending more time to research the groupt that are most likely to b<, affected b)• the current situation .. Research in the fields or public: relations 11nd busin< .. • haw identified four types or 1takrholders ba.....t on four different types of connectio ns (Rawlins.. 2006):

Baoblblt, sta/cel,olden have some degree of outh.ority or control aver your organization. They restrict organizations from or enable them lo acquire resources and pursue their goals. Eumples include sharebolders. lawmakers and government regubtors.

~l atalwhollhn are essc,ntial lo mllke your organization funetion prop• Mly. They provide the labor (rmployeesorrubl'Ontractors) and rrsoum,s (e.g., suppliers) your orpniutlon needs to produce and drUver products and ser• vlcei. They nre also ronrumrrs or your organization's products and IC!l'Vic,c,,i. ~ •talwhollhn shore a common interest. have similar values, seek

n,lat<-dgoabandaperieneesimllarproblemsuyourorganiutlon. Example1 include competitors and industry associations.

DU/laftl • bllteltolden have infrequent lnteractlons with your organization. Usually, these interactions are caused by your orga.niution's actions or deci- sions. Tbeyoftenget im,:,h-ed during ac:risis. Examples indude the media:md activuot groups.

Communicalion theorists abo suggest that stakc hnldcr research can define the attn'bute1 of each group select.NI foT study (Rawlins, 2006). BusineH scholan have identified three attributes that can help you determine which stakeholders 1bould recdw thr most nllentio n (Mitchc,11, "«Jr & Wood. 1997), These attributes include pawu, legitimacy and urgency. Powerful stakeholders con convlnee the leaders or )'Our o rpnlulion lo make decisions they otbcrwl1c wouldn't mili. LrtJllmalc stilibolden have invested something of value in your organization and have legal or moral standing lo inftuent't' its decisions. Urgent stakeholders want your organl- ution to do something that is important to them right now. The more of these attri- butes a stakeholder group has, the more important it is to your organhatioo.

From the ranks or tbe1e broad stakeholder group$. you am begin segmenting publics (Rawlins, 2006). Research on publics should contain both demognpbk and psychographic Information (pined through primary and secondMy resHrch) u .....,u u any information that will hrlp you reach publle1 (likr media p,..,fo,..,nces and habits). It includes attitudes, values. o pinions. bchaviors, lirestyles. purchasing pn,r- en,nces, recreation habits. med bi usage, and much more . Some of the Information 11 hard data such u census rrports. opinion research or social media analytics. Other

JI C.IIA.PTD-4 Slmtf'flkallyapplyhwrn,mrdra.llllfta/nuigltl•

information may be from focus groups. secondary research. personal obRrvation and lnfonno,d mrmlYJ)<'L

A$ explained in Chapter 2. behavior can be usc,d 10 ■egmcnt publics. S1udie1 done by Jame• Gnmig (1983) In the early 1980. concluded thal publics are 1lluational That is. they Corm around sp«ilic iuues or evenll and can be ■egmc,nted by thefr communication beh..vior. Non-publics are not aJfrcted by the issue. Latent publics are aft'ected but do not realize il yet. Awatt publlcl recognize that an issue aft'ttll them but a.re not doing anything; about it. And active publics are trying to address it through communication.

Researchen expanded on these initial idus in tho decade lo more :ll<'curately explain bow peoplr use Information to help them sol~-.. problems (Kim & Grunig. 201 l). Generally, problems arilll when people, experience, diffenmcL,. beno-..en what they exp«t and what they experience. Naturally. people want to sol"" problems. but they need information to do so. Toolr motivation to communicate about• problc,m depend, on their awarcnes1 or it. their level ol involvement with it nod the extent to which they fttl they can do something about IL When gatherl-d, this p■ychographk information can be usc,d lo predict how latenL awan, or actiYe public segmenll might engage in three dill"erent communication behaviors: information acquisition. information 14'1ection and Information tranomwion. Flgun, 4 .3 h111 m ore dcttalu

Fiewe4.3 ------------------------ Passive .and .active communk.atlon beh.avlors

COMMUNICATION IIHAVIOR

lnrr,m.tlon ocqulsltlon

NSSIVI

lnfomtOtlon ott.ndl"I Peopla P•Y •Ut ntlon to mesutts abou1 a sptcifit problem.

lnfr,mwtlon ul«tlon lnfomtOtlon permitting

lnfr,mwtlon tnmsmlulon

People ;,cc:ept x,y lnfo,matlon ll!laled to

tht probltm,

lnfomtOtlon sll'otln11 Ptopla only •h•re their opinions ,1bout ii

problem whtn •sked to by others.

ACTIVI

lnf-'lon saltln11 People actlvtly suk out mn••• a bo<lt ii specific problem.

,,,,,,,_tlon (onftndlng People a\lOid urta in types of

ln/orm;ation, ;are systematic: ;about

tlwit st~h •nd want sptciflc and ,elev.Int informaUon ;about tht problem.

,,,,,,,_tlon ,-n11n11 l'wopjt prooctlvtly sh•rt Information about • problem

wit hout It btlffl solldttd by a~t.

CHAn&a ,t SJrot,,,gimU,applyi"f,/ rnt!f.,rdr and -,cial m.,./g/lb n

about the specific push,.. and acth ... behaviors in each category as desait,.,d by Kim and Grunlg (2011). Observational research on tho curn,_nt communication behavlon of each public segment can help inform the development or pS)'dlogn,phic: profiles. Keep in mind that resean:.b.bas shown that passive pubUcs only exhibit passive com - munication behavfo,..._ R°""'"r, active publics use both passive and acti, ,.. com mu- nication behaviors lo solve problems.

ldentlfyin& self-Interests Your research helps you detl'nlline motivllting .tf-late..-. in connection with the problem or iuuc al hand as wcll as with opinion Icade,.._ This w!U be important in designing mcs1aget1 that wlU motivate k•'Y public•. Remember that P'-"'PI• don't do what you w:ant them to do just because you want them to do il They act in their °""' selC-interett. lll1d unle11 )'OU can plainly identify th01c selr-intercsll and appeal to them, publics will nol dowh.at you want th.em lodo. But don"t confuse self-interest with selllshness. People are olb,n motivated lo act from intrlruic values lila, care and concern. community impnm,ment. quality oClife. welfare or family and friend.I and because it is the "right thing 1o do.·

Clearly. ii is i n our seJC-int.e.rest to reel good about ourselves. to take care or our wnilies and friends a n d lo impnn,, the q,.wity of our community and Uving situa- tion. Thal doesn't mean money and powter are not motivators. but rt!lying upon them as the primary or owrriding selC-interests for o u r publics will probably limit our suc- cas. ReJer back to the discussion in Chapter I about the critical values underlying trust and relationships. Your stah-boldet' research should help you understand pub- lics at this deeper level. and you wlU be more rucceurul a.s a tt1ulL

M you will ll«lc in thr following chap4.ers, appealing l.o thr 11eJC-lntrre1t of a pub- lic is necessary al two level5. You already know you mult use a setr-inte.....t appeal lo m<M! a p u blic to action. But with the duller of messages and information bom- barding everyone todny . ..,.,., must aha appeal to self-interest just to get a public to pay attention to our message. Peoplr choose to perceive a message only when they belie>,,, it is in their sc,Jr-intel'l!SI l odo so. ot Mrwise t hey just tune out. Reg:ardless or the channels used. you have lo get over the perception h urdle before you can com- plete your primary task or informing or motivating.

ldentlfyin& opinion luders The stakeholder research should aha teU you who intluenc,a dilfl!rl!nt publics. Who are the opinlon leaders regarding thc partkular iuuc or challenge, to be acldreued? M discussed in Chapter 2, a public's o pinion lcaders are individuals (either by per- soru,J aL'qwaintant't!, social medla connection or reputation) who have the cr..-dihillly to effectively give advice, affect opinion o .r caU for action. They are typically heavy consumers o{ m edla and posses.< significant ioformatJon and expertise. M- impor- tantly. they are trusted.

How do you identify who a public's opininn leaders are? Fonnlll opinion lead- ers are relatlVl!ly easy to determine. We see them every day (e.g. polllical olllcial1) or know who they are by the issur or influence involved (e.g.. religious leaders). N~'Vet'lhrle1s.Ju1t becau,e so.meone m:ay hold a position of authority dcH.'S not mean they can actually sway the o pinion o( our public.

z-g "1-f .T-1 TIA[>T The lundament~I motivation for • n lndlvldds bellriicx,

11 CHA.nu◄ Slratrgirall, applrinll ~and Mlflal ;.m,i,ltta

MINI ClSE

Identifying informal opinion leaders can be tricky. So how do we find out who actually lntlucnc,,s a public? The llll.lW<'r II dca,pth'lely aimplo,: We uk them. Part of research is asking people whose advi<.'c they t:rus1 when making dcciJions. FOCUJ1 groups and surveys are particularly usc!ul in lhis process. We can allo observe behaviors - w:atching how people react when they reaive musages from d ifferent sources or analyzing who they follow on social media channels.

Opinion leaders arc best un-d to pe_rsmdc and mo tivate. Nevertheless, their credibility is based upon our publics' auessment of their character and judgrnenL Opinion leachirs lose lnftuencc lf they att pe_rcci,,ed to be manipulated or manipula- tive. Using th,,m in that manner is unethical and will ullimately lead to a decline in their lnftuencc.

KOA I Data-driven 1lampln1 BACKSTOAY ~"'PlfOUndS of Ame,lta (KOAJ slarted ifl l!162 with one basic campsite alont tht Ytllowstone Rlw In Montana that featuffll • plcnk tabi.. a fi19 riot and ...,_I IIOllnd to pitch a 11n1, KOA now """'1 or mindlisH Marty S00 locations In the U.S. and ~nada that feann standanl camplnv conveniences such as RV hoolcups. sh-,s, laundry facllh les, swimminr pools. rt11room1 and playt-nck In 19Ctm vear1. howevtr, KOA ha• upv,IMd many of Its slits with reSOl\-flVW pools. RV sites with patios. deluxe ubins with full baths. premium tent sitei and pet pa,n, Most also off tr a<cns to modem amenities lilt• W t- A 111lflnet a<cMs. In 201&. KOA dock»d II llffded to cenelllte media and consume, int•rMt In its upgnded caml)il'OIINls.

CHAn-&.a 4 Strutrr,ka.lJ:r appl,(ng rnmrrl, and soda/ bmgltb 11

KEV FACTS In l•nu•ry 2016, ICOA woitctd with• l'!Qrutlnt -.snrch firm "ith upertiw in the hospltillty and services Indus tries ta dovN>p • survey inmum1nt •nd dr•w • random sample of -le from th• U.S. • nd C;onalda that repewnted th1 _,,.., popul•tians in 1trms of -Wt. tendef • nd ethnicity, Thi! anline survey wasdistribumlta a U.S. sample that included 2.418 housoholds, with• ma'1in of error at •/- 1.9' p1n:1nt. Th• C•nadi;in samplt Included 500 hounhokls, with a m;i,v, of e,,orof •/•437 Pl'(fflt. RHUlls from the survey led ta the amdu.sion t lut "divrrmy in the autdoor5 is slowly incmisin11.• The- sflootnd that 40 percent of IINf C,'lfflptts were L1tlno. Asi•n-Anwrfon or African•Amt<lcan. Anot her flndlnt of the ......,was that youn~ 11nentlom a rt twttint into ompln11, Data , ... ...i that 44 pettlnl of new caff1)tlS Wirt mlU111nJals. Not 1urprlslr11tv, the data s h-,! that people art not dlscannKtlnt from tachnol"IY when t "-'f camp. The SUMIY found thn 76 pernnt cl people access the lnttrnet while <•~I- ._.,.,, murch discovered th.it this mJtl,t not bt • bad thinJ u lour perctnt of campe1Swho chick their 1mall wtllle out docn spend.,, ..,.,.,e of t.htff ~Dditiorgl CAV$ c:ampin1 pet v•~ compared to ttMHe WhO don'I c,heck e-m~U. Flnally, tho data lnditatod • 25,pora,,t lnooaw In the nwnlleJ of .-.,pie who md thoy lntOlldl'd tac- men often in 201'-

H- """''" .-ou UJ. lht mrartfr 9.u,.,.. by IIOA and 111 marwt,n9 ,._,.,. portnu la ,,.alt a borq,ound. sll- tion analysh and corw p~blun?What additional r,yarch might vo11nud tacamplm this task?

KOA'S 5TRAT£C.V KOA workod with• publk rtl•tlans lfrm to dewlap an lntttr• i.d mlllbtl"I campallfl to attract new umpen to its p,opt<tiu. In •ddltlon ro ,ts c"IOlnt mtdla relations efforts, H well H 11, .siablkhod dl1l11t, tmail and social mtdla m•rk.ilnt communication, ltOA and its ac-ncv p•rtMr patkapd and positioned its research as a umplfll indusuv lrtnd rtpol'll The 2016 North American Camplftj Rtpof'L Publlc relulons lffc<ts to pltct, lhl nndlntS of tht 1f11G11 to key industry opinion IHdors ,r,cf media lnflutncers l1nd1d KOA natlonlll media cow,.11 In USA Today 1 nd tht Ntw York Timt~ u well u cow,. ,n •~ midi• outlo11 surh as lndi.lna's South Bend Tribune.

In ildditlon, KOA and its .,,cv ustd the rtsearch findints to ta'l'ft its ml'SsatH abOUl KOA's uptQ!led arM- nitios to audiencos thilt tho ..search lrdicated were Int~•- in Glfflplnt, Fm examplo. they ruchtd out ta mil- t.nnlal trawl blOfttlS and Invited them ID u ptrlt nCG, and write about , · 111amp1n,· In a dtluu KOA cabin. Th pt 5'!Cured cowra11 about KOA ilfflfflitiMon ~lonal family and tr.lWl-matt<l-t>sim Ilk• Arkor,th.Co.com and ParentM•p. com, And t hey UHled • partnteshlp with Hlspanlcltt 2016 In Miami. Florida. to 11ach out to polential Hispanic c,1mp1rs..

PESULTS Campaitn evaluallon dat• - t hat n perc.ent of current umpers and S2 percent of,_ carnpe,s namtd KOA t htlr IOp•Ol•m lnd UmfltrOUlld. Accordln1 10 KOA, this - t lw 111,i.st IN •w•11ntss stali<lks had eierblen.

a..slniHs from ntw um.po,s In 2016 pnoraud $30 mllUon In _.,..._ • ~ · ~•nt lncrtast. Onrall occupancy ,.tes •t KOA tffl>ptrounds in 2016 lncrtlHd by nvo percent ~d ~ist,.tlon rwenUI increased by 11 percent. KOA reporttd t hat 2016 wu the most succossful yHr In tt,e cornp•nv·s history.

IIOA rcommun/cot,on rtra1,,,11W11opurilln lcod.,.. ro/nflur,,tt l/111, •t1 pul,!IC" W~lth mootth m11#Jod1rlo yw tlJui~ KOA ond 11, mo,lrr!/01 rnnrch pe,to,r und to t,a,n obo11t r fllm? If ,w .,.,, p"'nl1ing tlm tomp#l!l" fo, IIDA, wbol lnfotmotlon would yuu "'"" (I -•HUI 1/lehypuW,o' o,i,,1,.,,,...... to m1h rffrclivr dftlJlom>

ID CJU.PTU ◄ Sl:ratrgkallyapp(yin.g m m.rel, and -«-iol imi11hh

TIPS FROM THE PROS _ • Advice for the datacentrlc communicator

........................ affic,-atCIIIM.aM~-----lllflna, tl .. yo11fllf•a.. .. - ,.__.. I J k• .........

UNCOVlRINC. ACTIONAlll lNSIC.HTS: THE HUMAN REM ENT

"The~ of doto /sn'r rM pofnr or oil. TM woy of rltlnltlng morttts."

.. Pllillp I..~ pNfKM, af U-,llks •-1-..ity,I C..,,,lo,llertcloy

Au .. , .. loolJ

willl me - of KC11ssiD1e tecnnoloff for 1'HHime contmt ~ 1no 11cHt,vourwlf 1N1lytic:s. more 11111 mor,. p,ofbsiotalmmmunicators haw evotwd ~ th@-whymHsuN!?" to "what's lhe b@stwayto mHSUN!?"

ind .,_ do I unc- mHnlntful and actlON1ble tnsl11tts flom IM dab I .-at1?" The 1oal? To pn:ivlde commu• nicatars and nKlltiwswilh the intellit•nc• they~ to~ ¥&II and driw continuous impn,wnwnt. The~ communk a tor l'KOlnlzu tht nNd for more than cl\arts, .,aphs and data tables. They apply critical

lhlnklnt and daa analysis to add lnt1rp1ttlve an.:,,Sls , ..-actionable lnsitt,ts and tn1bl1 strat .. k pdance lo, blttef buslneu dtclslon•maklnt, HIN! a1t five sunutlons to help you actil ... 1tsurch•baud enllptlnm■nL

,.. ....- i. .,,.,_ ,,_, • • ,lpf. While altorllhms ..,._rn■ dab quickly and Inexpensively. they offer no understandq, Intuition o, contHL TIChnCJlotv INds bit data. but hurMM drtvl undlrttandln1. ln11rp1tllw analysl• and S1RUff The lde;ol comblmrtlon for th• evolved communicator ii - that marries talflO,Y uperliw (communl· catlom as 'MIi as Industry wcto,), rtatistlcal Kumon and critlcall lhinkl"I, and purposeful tl!chnoloev,

CUAPTICa ,t Slra(lflkol.ly applying rr,wurdr und a,,da/i,./Jl}tti 11

,n I I » •~•__.,..,_/Ma • ; ___ ,,_. wfl. TIit Inquiry-~ murch proctu stal1.S bot posl"I questions, problems o, sceNrios r.nher tha n slmplv repn,senlint tht cO<Mntianal wisdom o, tht fKu ,s we ahadylcn ... t hffll. The illm for~....., murth Is fo,a,mmunbtors topln • nd dtwlop lhff k ....... ..cl inform dKlsion-lNldn1 bot lnwstit~I and respondi"t in detlil to.., iss .. that's known. 1111a1i"1 and aimpla.

s.Jel_.,,.•,...,,,,.,..,.._...,_~-.... ...,_--,,_ ,nour.-communlallonstn• vironfflfflt. sociill mtdi• is •nwrsinl nm appmlth which is both qu-;ilitmw (~ oprn>in1 their opinions in.., unstructulfll format) iMld quantlflable (l,nllld! a focus 1roup at the mall, some bnnds 11ntr1t1 - million rwlw.lnt - in a month). Wnr s«ial. - combines qualit•tiw ln11hts with tha ability to prol«t to, larf!H population (but fasttt .id at , muctl ,_r cost).

__, ,_.. i. ,,,,.,.,,. ,,_....., ~"The best decision Is not necessarily the must-. In certain sltwtlonl. · m u· may not bt lflOUtl,t Plovldint tha nttKDry contort, ln<lfhts and dhctlonal ruld1nt1 tam tl- f o, tht ,euorche, to produce - ,equhes • -die~ •""lysls by tho d~ •-bolo.,. octiflt .

._...,,.,.,.,.,.,..,adll/tr-,a.,-,a.._,., Simrt PRpeopleusedm a nalysis to conduct Clllltrnlod oporimentswhich ~ n•,,,_, sqmentation and taiknd ~ . Everyday, our inb!ractions with IDtCU!Ms. pee" and tht med~ contrlbuU to our colltttivll knowtedle.

Assessin1 r•latlonships It is also important to us,, stmholder ruearch to auess the curt"l!nt state orthe rel a• tionship your client or orpnlution hu with Its publks. This u-mrnt may use• formal methodology like establishing a 1a1Je of strength indicators or the relation• ship - o r the assessml!Jll may be more informal. Research has shown the key factors or dimensions lo be considered in a relationship include levels of: I) loyalty. 2) trust. 3) openness, 4) involvement, 5) community investment, 6) commitmrnt, 7) satisfac- t:ion and 8) influence (Bruning & Ledingham. 1999. 2000: Kl & Ron. 2007).

Significant research has been conducted within the relationship-building and the relal:loruhlp•managc,mcnt schools o r thought in public relal:lons. While those db· ciplines have been advocating a relationship-buUd1ng appro.,cb lo dealing with all orpnlzallonal public• since the mld•l980s, it is only recently that research has led to the methoclolol!)' to mea1ure thr strength ofth01e relotl.onsbip,,. Tbreight factor■ identified above ore those most often used and measured. Loyalty. trust. satisfaction and inllu.,nce are arguably two-way f11CtON, the atn,ngth of which is meuured both from the perspectives or the organization and the publics. The other four primarily measure the publics' ptte:rptlon ol the organiution·s perfo rmance. The o penness, involvement. community investment and commitment of the organization to pub- lics and issues are typically seen as responsibilities of the organization.

The purpose of yourcommunicatio1L particularly long term. is to strengthen rel a• tionshipswithpublicsandmavethemtomutuallybenelicialaction.Communication that highlights the organization's performllllCe on lltese eight factors wlll hc!lp you dolhaL

Without stalteholdcr research. )'OU won't be able lo make sound decision, about key publics when the time comes. It is equally Important to h,n.,, researcb about ba'-8.lac p11bllea. You gain their coopention In the same ""'Y )'OU motivate

~ ltJITlaVIH' .. G l'\l&I.IC An influontl•I indivlduill °' small 1roup of people ustd 10 tarry • mtU•lf lO • U'( public.

'l,I UI

A Slnlctuted •ivlytlul tool wt up In• 2·by-2 rnurix that t:Qfflines strenps,

wuknH,zs, opportunitlH •nddue~

action in key publks: by malting ii in their sell•inten,st. For this reuon. )'OU ne<!d lo know about thcm. undrratand their self-intrruts u t hey relate to your probll'm. knowwho inftU<!nCH th<!m and underatand the status o(your relationsh ip with lhcm.

SWOT i1nalysi s AJ you hn-e organizcd and synthesized your data and information about the ext er • nal environment. the industry, the market and competitors, the organmtion'• internal cnv!ronmenl including its stakeholders and publlcs. the product o r ser- vice and available tt10urces, you haw, probaably brgun to make some infe_renC'ff and dnw some, conclusions relath-c to the issue or opportunity you are addre.n • Ing. Al thb point, take some t ime to do a SWOT ...iy.11 - s l rl'ngtbs, Wl'■lmeues. opportunities, threats. Arcording to Stacy Collett {1999), • SWOT onalysi• is:

A "-"aY t.o ~yze ~ CQmpony's or ;a department's position in the market in rela- tion to ill competitors. The goal is to Identify all the mojor factors all'ccting compctiliv,eness before crafting a business stntcgy.

Although typically designed to support development or mar keting strategy. a SWOT analysis is .....,fu) in supporting plans to address an o rganization's relation- ships with aU of its stakeholders and publics. not just customers. II is equally valu• able to analyx.r the internal and external fadors affecting iuues and the operating environment within whlch the organization 6lsts. WIM,n conducting a SWOT anal• ysla. rcmcmbrr that your 01'1P'nlzatlon'1 relatlonshlp1 with key puhlla u wc,11 u thr key publics' opinio.ns and values can also br considered strengths or weaknesses.

This analysis is a great way to 1um up your research and focus your know led~ on the oppo.rtunity you face and the barriers lo be overcome. The process takes pages o! Information and focuses them ln to a few key words that will help sluipc a successful campaign.

Although the problr.m or challenge wu identified for us initially u we began the research proa,u, it is important lo redefine the situatio n afler w,, haw, 1ynthcsiu-d all available and pertinent information. The client o r manager's initial perception o! the probicm or opportunity may be quite unllltc the actual situation. You may have initial.ly bc,liev,ed people didn't donate to a cause because they didn"t see the need. Research moy havc discovl,n,d the real reuon was that theydldo "t ltoow how. In one county, a plan """" put before ,,,ters to expand metro nil When it was voted dawn. the county assumed voters were against expaosi(H] when they ,.-ere actually voting against the proposed funding method: au inc:rcase ln sales tu.

&sed on the background, assess and describe in one paragraph the situation as It appcan after the data has been organized and analyzed. This paragraph should include those most pertinent pieces of data that will bttome benchmarks upon which to later base your objccllw,a. Thal means ~'Our analysis of the data should yield numerical markers that must br Improved to resolve your problem or meet the challenge.

CUA.PTO 4 SlmlrfTkall, applying lft#'urdt and MX"l al ftigl,h U

In describing a pmblrm. )'OU might know th.it 75 perttnt of public opinion b truat your organlutlon dorm't <Catt about lhe community. ObvlolU!y that Is a 11:1- tistic that must be impl°°""d lo mm your c:hallenge. Tho•e are the critial pieces or data that ml15l be Included In the sltwttion IIIllllysls. If you cm expllain a problem or chalknge using measures from researc.b data. then writing measurable objertive.1 lo meet the chalJenge is easy. further, using actual data - numbers - lo SUJlJJJl'1I1U the, altitudes. o pinions and behavion that must be changed will inspitt confidence in your superion that you bn,e a realistic gr.up or the problem and urulentand bow IOOVl!'ttOmeiL

So don't just sny your publics don't tn11t the organization: identify what the spe- cific lnllt levcb are among which publlcs. Don't just conclude people lac.k inronna- tion: find the 1t1t:l1tic,, to dc,sc:rtlM, which public■ IDCk which spedllc, undenruu,dlng1 or pieces or inform11tion. Find the critical dalll that not only describe publics, atti- tU<les. opinions ■nd bC!ha,•ior■ but also provide thc, btlnchmarb to n1euure 1uc<H11.

In a second p~ngr:aph, identify any re-bled iss-ues. problems or difficulties. Honestly assen potenllal b;urien to success I.bat must be CM!tt0mc,, but use your research u • confidence, buildtt so your client or manager will be c,emin that the diJ!iculties can be overcome_ Identifying difficulties and then suggesting reasonable ways to nc,utralizc them may be the best approach.

rnrP. nrn'hliPl, 11r 011nn.rt11

Based on the synthesis of research in the background. you have narrowed the iuu• or dallenge to u short _,..ment al the 1huation and my relllted dlflkultles. Now rot t o the heart of lhe problem o r opportunity in one 1ent ence. For example,

"Because key publics are not gc,ttlng adequate and timely in/ormatlon about mobile blood drives, blood d onations hav,, decline<L threatening the local hospiW's imme- diate access lo needed lifesaving units." The statement gets right lo the central core of the problem and translates ii to a tangible con.sequena, if the problc,m is not solved. Be arerut nol to misblu, symptoms of a problem foT the problem itselt Uke an onion. problems are made up of many layerL The layen surrounding the problem olten lake the form or symptoms and effectL In order lo id entify the core problem you net.'<! to peel back the symptoms and cffecu to find out what b really t'.ausing the difficulty.

r:::,1 nn,~M!

Organizing background research aa:ording to the Communications and Maaeting Rc,search Guide helps lay the foundation for decision-maldng. The background. SWOT analysis and stakeholdeT n,sea.rd, help to foros everything - know into a solution o r plan. It runnels research into the problem-,solving and planning procc11 because it hM driven UI lo think analytially. to evaluate what is known and to idc,n- tifyhow that will uubt in the selection of public• and re10urces lo solve the problem.

N CIIAPTU • Slrntrpicnllyapptybw lfft'Ordt and .dal infl(lhh

'fbe situation analysis likely Identifies some, key factors not known when the challrog,, or opportunity was llrst dlsmY,,red. Using data to drscrlbc, thr ttal situ- ation aftrr woe haw completed our background analysis helps us foeus mon, clearly on the core challe_nge/ opportunlty and to manhal all knowledge, ln!onnation. skills and reso= to sucx-erd.

L Identify an organization with a communic:ations and/or marketing problem_ Uat eYCrythiog you know about the orpnlxation. Ill extornal onvironment. ill industry, its stuebolders and the problem or issue. Theo list everything you ot!NI to know to do,fine the real problem 11.nd devilc, a solution. What reJearch t ools ::and inform:dion sources w ould you use to get the additional infonna·tion you need?

2. Choose a stiliboldrr group or pubUc )'OU an familiar with such as university ttudenta. Gathrr m,thtf! research on that group to deacrlbc ill valuca. attl- tudea. opinions, lifestyles o.nd media u.... UJe digital and social media research tools to learn ■bout thrir onlinc, bc,haviora. communities and con,·crsation._ Identify their motivating solf-interest._ opinion leaders. social medi.:a influenc- ers and tbe best channels to reach them_

3. Find a nonprofit organization with a romm1mic:atiQns challenge that you are 6uoillar with. Write two pangraphs that will be, your situation analysis for the organization_ Then sWllJDll.rize this information into one core problem/ oppor- t·unity statement

References and • £1r1;tinn• I 'l"(J'" Ai,,uc;;:

Booker, T. (2016. May 18). M1llenniJll1 a test for RV industr)'. Soulh &nd Tribunt, /\1. Bnming,S. & Ledingham, J_ (1999). !Wationships betweenorganizatioos and publics:

Dc•-elopmc,nt of a multl·dlme111ionol o~aolution•public relationship acale. Public Rdatio,u &vini, 25(2). 157- 17(1

Bruning. S. & LodlngJuu,1- J. (2000). OrgAnlutlon and key public relotlon1hlpt: Teating the lnlluentt olllM, n,latlonshlp dinienJloru In a buolnn,-to-bu,Jneu context. In Ledingham and Bruning {Ed,.) Pub/le Relaliotu ,u R,,Ja1;.,,,,1,Jp M a11ugm,mt: A R,,la- tiot,a/ Ap,,,-ch to th, St11rlya11d />rrmkr of Public R,lations. Mahwah, NJ: Lawrence, Erlbawn Asmcw.,..

Calm CoD1UltlngGroup. (n.d.). Portfolio. 11<,trlC!\'\'CI from bttp:/t,.ww.calrnconrultlng- group.com/portfolio/

Cairn Consulting Group. (2016)_ The 2016 North/\merlcanCamping B.rport.R<'lri.,...i rrom http://koa.ubuftip.com/ l/ 654141-2016-north-amc,rican•c:amper-report/O?m4

Collttt. S. (1999, July 19). SWOT analysis: Quickstudy: O,mpulLrworld.

CIIAPTlla .. Sl.tvlf'f/K'Olly appty;,.,,, f"l'M:(lrdt and .odal imigltb ••

Den<>uden, J. (2016, Septombor IS). Camping with KOA. Girlonthdfo>eBIO(l.com. lletrlrvrd rrom http:/t-'WW.glrlonthemovrblog.com/2016/09/111/caniplng, with, ko-,'

DiBwio, N. (2016, June 1). Roughing it. with fOme social ~la. USA 1bday. 2A Gibson.A. (n.d.). ThecaptivallngstoryolKOAcampgrounds. HOA Blog.~ mm,

https:/ /koo..com/blog/the-captiwling-story-of•koa•campgrounds/ Grubor. T. (2016, January 6). Campground living at the KOAJn Mystic, CT. 14'e3Tm.Tl.rom.

lletrkYcd from htlpo://'"·"3tra,,,lcon,/m)"llic•ko•-<:iunplng-cabim/ Grunig. J. E. (1983), Communication bfflavion and attitud.,. or <'IIVironmenbl publics:

1't><l studla Jouma/i/Ufl Monograph._ 81 (March). 40- 41. Ki. E. .I. & Hon. I.. C. (2001). Testing the linages among th• organiutlon- public relatlon-

ohlp and ottltude and bohnioral lntcntloni. Journal of Public Rdation, Rnftlrch. 19(1). 1-23.

Kim.J. N.&Grunlg, J.E. (2011). Problem solvingandconimunlcatlvcactlon:Asltuatiom.l tbNiry of problem 1olving.Joumal o/Can1municatlo11, 61(1). 120-1• 9.

Kirkland, E. (2016. June 13). Camping in America: Tke KOA miuion and Yi.lion euriff on.

ArlconlheGo.com. llelrir\.-,,d from bttp-✓falwnlhogo.oomfblog/camplng-ln-amuica- 1.ho-koa•miuion•and•Yilion~-on

KDA.(n.d.). KOAHistory[BackgrounderJ.Bdtie.-.,dfromhttp:/ /www_koapressroom.rom/ preu•klt/koa- hlstory/

KDA. (2016, May I). New, multicultural goneration of campers bone6tting from time ■pent outdoor■ [new, re~ue]. lletrl0\""1 from http://www.lcoaprenroom.com/ pren/ new- multkultural-go..._.ratlon-or-campc:n•bonofiltin«-from•ti""'-spent-ouldoon-2/

KOA. (2016). •nnc.hile benefit■ guldo. R•~ from http:{{l(oa.uborillp.com/V6ml4- 2016· ko•-rnnchlar•l:M,ncftt1, _.,ldo/9?m4

M.Clary, R. (2016, May 12). The 1.01 on KOA. your now favorile camplngexperic,n<1!.

l'arentArup.co11s Rot~ rrom htt1»;//wwW,1>•rentmap.<'Om/ artlc:le/lhe•I0l•on • koa•campgrounds-for•pu~t-lOW>d•f.amille■

Mitch..U. R. K, Agle, B. It & Wood. n .I. (1997). Toword • thoory of 1tmholde< identi.lia- tion and salience: Defining the principle ohmo and what rc311y counti. Acod<my of Managem,,nl R~it'W, 22(4). 853-886.

Moon. F- (2016. Sepl. 30). Sb< ~"I tou.~ moncy(and sanity) on a road 1rip.N.w l'clrl< Tima lletrieved from bttps:/t,n,w.nytimcs.co,n/l016/10{02/tra\~,'budg.-t•l'arnily- ,-t.1rip-1lx•wars•t.,._•moncy.html

Paine. K. n (2011). llfttnutT W71ar Malln-s: OnliM Tool•for Undt!-rsJanding Cuslomas, Social Media. Enga~mmL and Kry Rdation,i,ip4 Durham, NH: Paine Publishing.

Pain,,, K. n (2007), Moaruring Public IIA-larion,hipa: 11H, Duta-driw-11 Cammunkator~ Guidt!-toSuettu. Durham. NH: Pain,, Publishing.

PR Week Stall'. (2018. March 16). PR Week US. Awanh 2018: The winners. PRIVttk. Rotru,,.-.,d rrom http<:/ f,rww.pnftelc.com{articlc/ HS8806/prweek, us-aw.uds•2018·

wlnncn#Dalalnslght Rawlins, B. I.. (2006). Priorititing1tmholders for public n-lations. /nm/111~/or Public

Ildatians. Retrieoed from bttp://painepublishln~,n/wp-amtent{uploads/2014;,ttl/ priorititing-1takeholdcn-Rawlln1..pdf

Sl:ldcs. D. W. (2017). Prima-a/Public B,/atian., Re■earm (3rd ed.). New York: Guilford Publications. Inc.

CHAPTER:: __ SETTING GOAL.SANO.OBJECTIVES

'1/youfail to plan, you are planning to/ail!"

- BE N.IAMIN FaAJIIIJlt.LIN AVT■.oa .• IJIIIV■H"TOa. 101■.NTll'T • -• • aYATUMA.llt

UARN INC IMPERATIVES

• To be •~ to tum a probltm/opportunity stltfflltcnt into. i<>•'-

• To undefnand the cham,cteristics of~ objoctiws.

• To lt am how 10 writt objKlivts 10 support lhe accompjlshmtnt of• F • t

• To ltam to crntt tv•luaUon crlltrl• and tools H 'IOI' writt ob)tctiws ID ensure l!V>lu>tlon Is •ccomplished.

N CJIA.P'TD 5 .W'tli"fl(IOUt.andobj«thn

~ "1.""111""' Th• p,ou,n of u<lnt ll!SHrth IO ch• rt tht step·

by·st:tp CDUIU to SOM •

problem. take ildv1nt~ e of an opporwnity or meet a challt"lf.

~ c;u The rttult or dHlll!CI outcom, that solves • problem. takes ildvintage of 1n opportunity 0 1 mttU • chollenp.

~ 05jfCT1'15 Spedflc. mtHUrible

mtements of what nnds to be accompliwd to n,,ch thtp.

h" .. ,a,ndst.,porthe RACE model is action planning. PlaaalaJnnd th" pcognun• ming It gmrr•l"" Is howw• get £com hr.rr lo then,. "Here" iswherr w,, att now.

It is oura,rn,nt situation u we have described it after synthesizing our re1r.arch md redelinlng the challenge or opportunity we r.ce. "Then," ls when, we want lo be; it's our ,oaL Planning helps us to look aheld, to chart our course to emure we get there. Like sailing a boat, planning m ust be flexible and open lo course correction as,.,, re- ceive f~~ack or obtain new information. N-rlhclr.ss. unless we know when, we :ue going and l,ni, some idea of an appcopriale course to get there, o ur arrival al the destination will be Jc,ft to chance. The more complete our planning - baRd on good re1r.an:h - lhl! better our chances of arriving al our d6tinalion.

he n1atrix approach .n n 111 n -, in tf

The heart of the Strategic Communications Matrix is the action planning section. Th" re1r.atth process - including the coll«lion. orpnization and analysis of infor• mation and boning it into a situation analysis and core problem/opportunity - lays the foundation for the oc,tion l'lanning process. Broom and Sha (2012) call this a

"sellrching look backward." a "wide lnolt acound," a "dttp look insidl!" and a "long looltahud."

Similarly. the action planning ,ti,p in the malrlx lays 1hr foundntion for the com- munication or implementalion step. All such. planning must be dynamic or flexible, enough to allow for (eedback and adjustment during implemenwtlon. 11 mu•t al.., be baled firmly on rtalteholder research to ensure the right public, are 1elected. the meuag"" motivate them to do what needs to be door and the r ight channels are used to get the messages to the publics in a way I.bat they will perce.ive them and act on them. Planning mu.st also integrate an outline for evaluation so the plan is truly results-oriented.

Planning occurs al two distinct le""1s within any organization: long-term plan· nlng for the mtlre organization and short-term planning for commun ications effortL Long-term planning occun al the lop le\,,) o( an organization and looks al the entirety of the organiuUon and Its minion. It idcntillet goals, obJectfvn, pub- lic■ and mo,1uge1 that llddreu the long-term accompli&hmrnl of the organiution's

mission. P lanning at t his lc,vel involves all entities within Lhr orpnlxatlon and requln,1 Lhe Ult' of staltr- holder relr.llJ'ch to truly understand t he organization's publica. Doing so brlps us avoid costly mistakes like that made by Mylan. the maker ofEpiPen. which treats life-threatening allergic reactions • .From 2009 lo 2016, the company hiked the price of t he product more than 500 percent from S103.50 lo S608.61. The price hike put It out of reach of many for whom using Epl~n 11 the difference be.,.,...,n life and death. It meant that ..:hools could no longer afford to kttp them on hand to Ire al children who hr,,, allorgk reactions l.o ..,mrlbing like peanuts or a bee sting.

CHA"l.8 5 Srtlinggoa/•andol,j«_tr,,,n •

Although the American Medic:al Association and politidans urged Mybu, lo rrduc,, the P"""· CEO Heather Bl"l"Kh called the prkc hikes "(Air." rrvnling that the drug:. in the pi,n cost about $2 while I.he 11U1jority or t he price tag is in the design. She blamed Obamacare and dlstrlbuton for the high cosL Eventually Mylan said It would rrleue II cheaper gen,..ric \"CfSio n of Epil'tn but it was too little. too l:ate. The anger of consumecs, legislalnrs and regn.laton - all key publics of the organi2ation long- term - resulted in Mylan stock value plummeting 70 percent. an antitrust investigation. lawsuits and employe,, layoffs.

8TB41IGIC COMMUNICATIONS MATBJX 4. GOAL AND CJellCTIVIS

The goal is II one-sentence statement of the over.all result needed to sol\,e the problem or seize the opportunity. The goal does not have lo be quantified.

ObjectiftS are statements of spedlk rNUlts that lead to achk-ving the goal Obj«ti,-.es mwt be 1pedflc. writte n. measurable. ullainable. time-bound. cost roiuclous. l'ffid cnt and mission-dri..._n. EvaluAtion criteria and tools should be included i n written obji,ctives. Key publics become obvious if obj«ti,..,s are clear.

Short-term planning is dmgned to target more immecfulte needs such u man· aging a crisis. launching a new product line and repairing a damaged reputation. EJfective higher• lcvel. long•term planning should. nonethcleH. in Corm plannlng ro r more specific short-term campaigns. Although they are focused on a more spedflc challenge, short•lerm communications efforts should always reinforce the key mes• sage-. goals and obji,cti.,.._. of the long-term plan. NevertheleH. by their nature. they ffllllY also addrrss publics that may not be long-term key publics to the o rganluUo n but that an, crucilll to I.hr acc:11mplishment of the short- term effo rt.

Reseuch helps UJ di,finc the chrulenge and the current environment within which th<' opport unity has on-um,d o r will occur. Ai. shown in the compl<'te matrix in Chapter I . planning identifies what specifically needs to be :accomplished (goal and objectivu) to °""rcome the challenge, who (key publics) we need to rtt<!h and/ or m otiv•te to accomplish the goal and object ives, what we nttd to convey (me•· sages) to those publics to stimulate action and help us achieve our objectives, and how (str•tegies and tactics) to get those messages to those publics so t hey both rtteive and act upon them. The matrix also includes the big idea strategy to better tie together the who. what and how of a campaign under a unifying creative theme.

Tbe planning proccu is lUUlytical. with the decisions made and actions planned in each strp driving the decisions made and actions planned in uch subsequent step. Further. r ach step mwt be taken In lum. For example. the key publics for • particular problem•solv!ng effort cannot be sel"-tl'd until we ba\-e determined the

IO CIIA."8.■ 5 S#tll"fl(IOOhandobjrdiwt

goal and the objectives necessary to acluew that goal. Only then can we seleet the pubUcs that are needed to acrompU.h our obji,ctlws. Slmlbrly, we can only design e:ITective mess:oges after we have selected key publics, know what we need them t.o do and haw determlned their self-interests. The decisions we IIlllkr about the iofonoa- tion a public needs. what will motivate the public to act and who should deliver the message to the public are prerequisite lo designing messages that result in action that 11CCOmpllshc,sobjeeti,"H.

Ell'ecm..- informational and m otivational messages cannot be designed for a given public without a thorough analysis o( its IUC!arch proftle. exumlnatlon o( the status o( the c:um,nt relationship with that public and knowledge o( ita seU-lnter- C!llts u they pertain to the problem al hand and rdated issues. Strategics and tactics appropriate to send the designed messages to the selttted publics cannot be deler- mined until we know what those messages are. Quil.e simply, the matrix :approach requires us to decide what we want to do, who we need to n,ach t o do it, what mcs- s:iges we need to send to obtain coope:r2tion and bow we can most effectively send those messages. The sh,ps must be taken in order or our planning is left to chance and will most hltely be flawed and off-trade..

We lun-., all seen campaigns that had good .--arch but somehow misconnected In the planning process. One poignant enmple is Salt Lake City'• campaign to win the bid for the 1998, and subscquentl)• the 2002. W'mter Olympics. The Den,..,_, organizing commltlcc had lo withdniw it& candidacy u tlw, U.S. reprcsentatl~ in a previous Olympic Gaml!ll bid becau1e or opposing public opinion in the Denwr area. Consequently, the Salt Lake Cityorganlttrsdecided i t wu important lo have a public referendum oa th.,is,ue to demonstrate lo the US. O lympicCommittl!C{USOC)and the lntemational Olympic Committee (IOC) that citizens of Utah were fully sop- portive of Salt Lakr's candidacy. With support running high in the state (upwards of 80 percent), lheorpnizing committee expected the referendum would send a &trong message that Utah residents were squarely behind the effort. Nevertheless. its own polling sbO\\...-d then, wu weak support and """n opposition among senior <:itlttns. environmentalists and ultra-conll!rvati\OC segments o( the population. While these group, actually compriK-d only a small p<,rttnla# o( the Utah population. the orga- nizing committtt W'llrried that, in an off-year election. th°"" three, publics....,..., the

mo.C llke.ly t o rot~ Given that lnforrnatlon. thr 110:al and objectives wen, to get out the supportive vot.e.

The str.ategy was a mass appeal airing clever, cre- ative and visually appealing TV spots (tactics) that pve people a good feding about Utah hosting the Olympic Gam<,s. The, end o r the spots showed a box with a cbeck- lllMk in it to indicatr a \'Ole supportive o ( the Olympic bid. But th" ads wen, eUl!Dtlally lllll seeking intrinsic publlc 1uppor1 o(tbc games. TI,., ads didn't spccilically target the supporti,..- sqiments o( the public. nor did they ask peop(., t o g<,1 o ut o( their chairs and go ,-ote. The bid alttady had a high public app roval rating. What the committee n,ally nttd,'<I was to motlvate those who apprm-ed to get to the polls and cast their support- ive vote. But the rommittee - through its ads - oner actually uk.ed the approving publics to go vol ~ So tlw,y didn'L The referendum passed by only a slim llllll'gjn -

CHA.PTUS Srltln.11J100handol,j«tna 11

b.ln,ly owr 50 pe=nt. The organmng committc,e was plagued •ilh C!XJ>Wning t hr low Jrv,,I o ( public 1upport lo tbe IOC In almost '-""',Y 1ub1o,quc,nt lntcenctlon.

Onre the city won thte opportunity to host the 2002 Wintter Olympics. the orga• nJzing committee no longer had lo address the Issue o( citizen support lo the USOC and IOC. Nevertheless, the low \/Oler support o( the rererendum was rontinual fod• der for the active (albejt minority) o p position lo the games In Utah. No public opin- ion poll could'-""-crcntlrelydispel tbert!SUllsoftbe actual vote.

The Salt L:ake Olympic Committee b;ad good research dab and analysis. It knew whllt ii had lo do: g<et the supportM publks who don't typically ,vte in an off-year drction lo the polls. Thr committtt knew the proftle1 o( the publics ii had to reach. Yet the committee designed a message tb;,t dld not specillcally ult thoS4: publics to do what ni,eded to be do...,, Tbr commlttl-r al10 aen t tht mct.s,-ge In a broadly tu• gded txtic through a mus medium ill-suited to tbepurpo.., at hand - reachingand motiYllllng highly l<'gmented publics.

Each step of the matrix planning process must build on the previous step. The logic muJt Jlow comlsttently and roherently. A:& the examplr o( tbe Salt Lake Olympics shows. disregarding the information accumulated. thte decisions made and

MAlRII APPUrn Wrfttn11011s and objectives The loul oil roflnory hu • toad ruonl of tommunitv ln~t and an "l'P•cwal ratin1 amon1 lotal publlcs of 7S s-,cont (meuurtd by Ont<"nt rtsHrch ainducted by the company -rv 5ilt ..-ths). Nevertheless, it continuailly tacos scrutiny and own opposttiM from tnvironmental xtivlrts. Reunttv, ono of the plpdnes spru"!I ;a lok. l!efote l ... ~ • k was found and lbad. I ... tqUivalent of 100 bilrTWls of oil seeped out into a 5fflilll CMk IMI runs t!uqh a rosidentiill nl'ighborhood. The lllffl!A"V imnwdlmly mobilized tnms of experts. •fflllloYftS and lotal volunteois to clun up the small spill and mtore the a rtil (as much as possible) to Its oritlnal pristine cMdlllon.

COAL To ruto,e tile cofflll•nv ·s appn,v1J rilli,. and neutralize r-sulillCNV thrtlb.

OIJECTIVIS 1. Rain awaronen to BO~- of the company's efforts to rt<pond rnponsibly tot.,. ,plll within thrte -m.

mHsurtd by a tontracted surwv of the community. 2. Rain awarenoss to BO~ of the comp,1ny·s lotal contJlbution IDthe community and oconomywithln sa

months. measurtd by the o,pniution's routine community surwy. 3. Ruto,e public approv11 to its pn!Yious 75-perc.nl •-• within sir mcw,ths. menurtd by the orvanizatlon's rou•

tine community su:rvey. 4 , Ensure no,_ sute o, local rwtUtatlons (ruult1n1 from tile spla) l rt .nactlld within t.,. nut lhrtt vurs. mu•

swtd by monitori111 twsw11iM and rttulilllon and triltkint any ch..,..s.

II CNAPTU5 Srtting1100barwlold«lrlfl

~ Fi1ure 5.1

the IIC'tions planned in on,, step wiU almost always ensure that the decisions made and at:tlons planll<!d In the 1ubuoqu.,nt Jt.ep arr off target and headed for f..Uurc.

With this important lc:non in mind. the n,,xt rew chapten addn,ss the action planning neps or the Strategic Communlatiom Matrix. TbiJ chapter begiru that disCUHion with identifying what needs to be done to meet the challenge or to seize the opportunit)' at hand.

Establishing goals One" the corc problc:m o r opportunl!y is aca,ralt,ly m.ablished. setting the goal is a simple task. The goal is actually a positiv., N!SC.atemcnt o r the corc problc.m. Ir your ch.Ueng,, is drclinlng conlldencc among in-ton leading lo a decHnc In .tock prier. your goal is to ..,.,.t,oblish confidcncr and boost )'OUrstock p rfoe. If your problem is a lack or attUrate information regarding the pl'OCHI of organ donation. thcttby ous• ing :a shorbge of available org:tn.11 fo r transplant. )'OUr goal l9 t o increase I.he number oforgansdonatt!dbyov,,rcomingmispeceptlons about the process. The goal should be broader and more general than the objectiYeS that follow. A goal al110 does not have to be specifically measurable. The measured achievement of strategic objec- tives should ensurc that the <M!raU goal is reached.

Neve.rtheless, determining the goal may not be as simple as it appears. Too often, organizational communications and marketing penonnel act unilaterally to set goals. But those arr not isolated functions within an orpniution: they should be Integral parts or the overall managem.,nt approad,. 5"tling campaign goals in Isola• lion. or without ronsideratlon or the organization's owrall goal•. 11 dang.,rom and can lead to a lack or internal support.

Two prccautlom can aid you In avoiding thl1 problem. First. be 1ure you cl01Cly align campaign goals with the organization's miaio1L Doing so will also align om· palgn goalJ and obj«tl•-es with the organization's long-term plan. A campaign goal

Examples of or1anlzatlonal 1oals

' IUSINISS SICTOR ,u1&.1CSICTOR NONPROFIT SECTOR

• Malnt.aln prollublllty. • lnm1se u5t of funci.d sodal . bp1nd rueorch effort._ • Maintain 1nd t radually lmprow

p...,1ms. . bp1nd protram .-xh. Sloe~ 1~111• • Cut overhe;id illld lncre1se . Secu.- prlv11e flnanclal

• Achl.w • positive trust 13111<lni. flaw of funds to propams.

Sllpport of P"'i'"""·

• lobint.lin •n oper.rtlni l!f1Yiron- • Dlcffue fmldulent uie of . Provide for the safety of

ment with minlmll ,ovtmmtnt socQl~ms.

the community,

·•tion. • lmpraw dtizon 1cmss to 1nd , uw ol lnfonNtion.

• lncrw1se 1ovemmtnt lundi"1,

C.IIA.PTK.■ 5 Sellinggoahandol,,j«lrtfl IJ

is not u broad u II misdon statement, but should be seen as a •ignificant step toward achlrvlng the orgunlullon's minion.

Sttond, verify lluat the campaign goal does not conflict with existing goals and objectives. DOl!S your campaign goal mesh with what marketing. advutislng. sales and public relations are :already trying to oa::omplish? WiU the campaign be oooper• ating with or competing ag;,inst existing initiatives?

It is not enough to •not conlllct"witb lhr gonlsofotherfunctions in the organiza• lion. Truly sound and defonsible goals and objectives will enhance and support the overall organizational mluion and goals. Figure 5.1 idrntUles some enmples or pos- siblr organizational goals. Remember trual effective communication with kry pub- lics is neee114ry to create the environment in which thr organization can reach Its goals. Any •Ingle compolgn - wh<ther drtlgnrd to 1<llw, a problem or to proactivdy position the o'1)llllution - must be planned within the frame"''Ork or the organiza• lion'• goals.

Identifying objectives Oncethegoalissel, the challenge is to breakdown what you want toaa:omplish into smaller. more specific tasks. lf your company's goal is to expand a research program. your communications campaign may need to set objectives tluat im-oh,, securing public approVlll, generating funding. ottncting penonnel and building t'OIDIDunity support for the renovation o( facilities. Objeetiv,,s are specific:. measurable state- ments or what nt'Cds lo be att0mplished for the goal to be reacbc,d. Whereas a goal may be somewhat ambiguous (e.g.. not defining how much ls enough funding o r profit). objeetiv,es must be absolutely pnedse.

We 1trongly recomm.,nd that objectlws meet the following right c riteria that haw, been carefully refined by communications and business professionals. Keep in mind trual precislon is Important in not only being able to carry out but also In eJl'ec- livt!ly meuuring your objectives.

~ Objectives should be frtt from ambiguity. What you are hoping to accomplish should be specific and clearly artirubtrd. Each objectn<e should addres■ only one outcome. You shouldn't write an objeetiw to increase awarenes• and Improve Ales. Similarly, achieving general llWllnneu may nnt be enough. Be 1peciflc about what ldnd or awnreneu you are attldng. Do )'OU want lo incrrasc awarenruolan orpniznllon'• existeneeorof a,peeific prod· uct line? Are you targeting Zilta virus awareness or, more speeifically. its elfeet on pregnant womt'nand babies? And what lc,vel1ofawarenas arr you "'-"'klnl! basc,d on current 1.,..els of public lmowlc,dge? Having specific objectiws belps you more clearly undrntand what publics you need to reach and what you nttd each public lo do. Your approach lo achieving lhe5e outcomes and the associated tasks will become the strategies and tactics used lo reach kry pub- lics Liter in the planning procrss.

lt'Httnr. Objectives must be written down and published (at least shared with tlM! communications and marketing teams). This may ll!l!m obvious. but too often organizations assume ntl!')'One knows nbout and undt-ntands the cam- paign's purposr and objecti...,._ UnlL•ss they are wrlllen and shared. they have probably not been well thought out, and there may be differing pera,ptions of what the objt'Cl:ives really arr. One member of Lhr t.eam may be working

M C&U•TU 5 !wt llnJ1flOUl• amlobj«.ffllft

tmnrd som.,thing entirely dilferent than w other members because their perception of 1hr desired o utromc b diJJc,n,nt than othen on 1hr l9m. Pu.tting your objecti\'es in writing helps to solidify and rellne the plan while avoiding ronfusioo over what you are trying to accomplish.

Furthc,r, written objecti\'ff sen,, u referencc, points throughout the plan- ning process. When you come lo a point o( disagreemen.t on any element of the planning process or when you nm out of ideu somewhere in the process. it often helps Lo go back and review cnctlywhat it is you are trying t o accom- plbh. F inally. wi-itten object Iv,.,. IC!!'\.,, u tangible guidu CorcwluatJon. They allow you t o demon1trate how Car you've come - nae only In a campaign but abo as a pro(cssiorual.

lllm•ro6k. Objectives mUJI be imp~ent-oriented and quantifiable. Anything measur.able mu•t have a number tied to IL Numbers can be repre- sented in perco,ntages or simple figures. E.umples o ( perco,nLAge-bued obj«- ti,-es are: a 20--pereenl increase in sales. a SO-pe:rcent jump in donations 2nd a 60-pera,D.1 decline in the number of high scllool stude.nts who haw o,xper- iment:ed with drugs before graduation. Examplo,s of aimple figure objectives are: ralJing $200.000 for the women's shelter . getting 3.000 participants in a SK and c,ngaglng 6.000 pt.'Opl.e on an issue through socbl media.

As )'OU write each meuurable objective, 41.so plan its evaluation. SpecU\cally stJatc the evalu:11.ion criteria - most likely achieving th" number set in your objective - and the t ool to be used to IICCt!SI that number. While evaluation (Curtbtt discussed in Chaprer l2) Is the wt srep in the RACE pro- c,c,ss, and criteria and tools are in the wt step of the matrix, this Is merely their chronological positio.n. You do mluation at the end of a commnnk:a- tions effort to see if you achieved your desired results. But unless the ev.alua- tion is planned 115 you set objectives. it likely will not be carried ouL You m,ay run out or energy and just not get to IL Or you nm out or money and can't complrt e the .,v.aluation reRarch. Or you didn't include a plnn l o gather data u the campaign prog11!Ued and lost )'Our opportunity to evaluate. Or )'OU didn't really haw a viable tool to mu,ure your n,•ulll. Those aro all typical eXCUICJI for nae doing evaluation. You awid thcwc, pitfall, if you actually write into your objectlw• what data will be gatbe.....t, when and bow. Gathrring thls<bta - the results ofyourelfort.s - is critical toprovingyourauocess.and your worth to your organ1zation.

To be imprDftment-oriented. objecti,-es must work together to ac.hieve yourovezall goal Rarely will one objective suffire. Plan a number of objectn"5 that 1111 meuure progress toward the, goal U your goal I• to open a new food bank. ob;ecti,..,. could focus on (undraising. citizen support, government sup- port and determining the best location.

When wori<ing with percentage., remember t o carefully stale the perc..nt Increase or decrease and 11SC clarifying phrases. Otherwue, you might sc,t yourself up to disappoint management's expectations created by your own objectives. If you want to increase the percentage of elementary school Irids brushing their teeth at leut twia, • day, you 1hould follow up that number by specifically stating the benchmark or starting point. You might writ4' an objecti.,-., like this:: lo increase the number o r elementary school children io AriD>na who brum their teeth at least twitt a day from 25 pcn,ent to 75-per- cent by May L 2015. Make sure you know the diJJerence between a 50-fJ"ITffl-l

C IIA1'1'U s !wltlns,/IOOIUmdol,j«lnn II

illU'f'a&I! and a 50-tNrt:mlafJ"'"poinl incn,au. The llnt is dep,,ndent on the 11Mtlng point t o calculate the xtual i.ncreue. Fifty perttnt of2S is l2.S. wblch would make your target 37.S p,,rcent of school children bruming thc,ir teeth. A SO-percentage-point increase takes you from 25 p,,rttnl to 75 pen:ent of school children brushing - two very different results. Sinuuu-ly. a 20-pen:ent increase in participation among a total population of 100 is not 20 p,,ople. The percent Increase depends on lhe rorrenl lcwl o r puticipatlon. not the total population. If 50 ol JOO people, are currently participating. a 20-perttnt lncrea,e would be 10 people (20 percent of SO). from 50 t o 60 participant.. or • 10-perc;,ntago,-point lmpnwement. Be very pr,clse when plaMlng and writing your object.Ives.

Sometimes statistics on opinion, awarenuu and action are not readily available_ If you are ceruoin the level of knowledge or participation is minimal. you can reasonably slat I! the level it need1 to rill! to in ordt!r t o xcompllsh the go:J.. If you don't b.:noe statistic:J me:l5Ul"es for something. 6nd 2n0lber w:ry to count tbe lmprovt!menl

Attoi-"lr. ObjediVH need lo be reali1tk if they are lo be attainable,. Keeping objedh"es specific and clear will beJp you set realistic targets. But you still need t o set your •ight, on •ignll\cant lmprvvement. Management will acorn objec· tivu that don't cause the orpnmtion to stretch and are too easily achieved. Exttutlve• have little respect Corcmployt.-e. and managerswho areunwllllng lo reach a bit. t o take some risks and lo challenge themselves. Nevcrth<!less, if you shoot for the moon and just blt the stars, you may be br.mdrd :as ruiving fallc,n short, e"-en IJ the slan =re all you rt!ally needl!d to rl!lcb. ~ Objectives need to ~ a deadline. They should dearly outline

when you expect to achieve a specific outcome. Setting objecti,-es in time also determines when you will measure your success or failure. The dllr:ltion of a c1>mpaign will be determined by tbe problem or opportunity being addressed. Some campaigns m■y require abort. quick efforts (a r ..... daya. Wttb or monlhs) while othen may necessitate long•r1111ge efforts.. Some campal.gns hove built-In di,adllnct1 (._.,g.. attrndant-,, al o special event for a produd launch). Othen are deslgnl!d to ch1111g..- perc:eptlon.t and attltudea, which ruippen.t slowly.

Every objective, h,,..,,vcr. must include a tar- get date. I n some cues. int.erim measures mny be helpful in measuring progress along lhe way and kt'Cping you o n trxk to rl!Xh the objcc- tiVl!. For example. you might have a fundraislng objc,ctlYt' to nlae $30 million (or the construe• tlon of• n•w community theatrl!. Benchmarking the objecllYt' to raise SlO million in I.be llrsl six mootbJ mny be nttt>ssuy to give tbe project the momentum ii needs to succeed.

CMt-<lOIUldou1, Objectives must take into con- sideration the awilabl" budgeL It goes with-

! J

i 3

out saying that you should choose tbe most I cost-efftttlYt' ways t.o xhievc the desired oul· ._ _________________ __. f comes in any campaign. Then, will always be

l l f .

CHAPTD 5 Snt{1t11goubandol,j«tn,n.

organizational pressun.- to accomplish more with less. Smnrt strategists look for low-()()■t option, ftnL

Although you won't :alway,, lcnow what budget will be o,'1lilllble for • sp«lfic program when you are at thl1 prellmlnary stag., or planning. be senalti,-e to the o rg.anization's Internal climate. A recession. slow sales o r downsizing may nc,a,ultate objective• that crc,ate more modest expectations. They may nlso Cora, gl't'atcr ereutivity in your planning. So kl'<Op l>Or■pl'<Otive when craning your objectiws. It ii not reuiblc, for example, to spend 50 pc:rcc,nt or a a mpalgn budget on opinion rueareh. You will nttd money to ck-vclop nnd dcUvcr your messages and motivate action.

Whlle you mlllt Rt objective• to 10lve the problem and reach the go:il, the objectives you set also shape the organization'• expec- tation■ oC you and your communiealiona and marlu,ling team.

,a/ldewl. Objectives 1hould ullO look for the nsiest way to reach the goal. Thrl't' an, indrcd many roads th:at lead to Romr. Whenever possible, pick the most dlrrct route. Al dilctulCd al>o\l,,, when )'OU writr your objectives. you nred to think about bow you will measure them. Detl!nnining exactly how }'OU will evalu.atr wbrtber )'OU reached your desired outcome will help you keep objrc- tives simple and efficient.

Trying to measure the percent o( students on a unh-ersity campus dis- tracted by rlect:ronic,i aCler 10 p.m. will not be easy. md will be even more difficult to validate. By contrasL measuring the reported number of hours 1tudents sleep per night is much morr 1traightforw:u-d. Similarly, measuring intercat in a new product is more difficult than tracking sales of the product.

/11/...,....,_ As previoul!ly dilcuued. objectives mlllt be In line with and • upport thr organizational miuion and goab. Objective, are required to add.res, issurs. problems, opportunities o r improvements that management pcrcei\'el u ,'lllwablc.

Keep in mind why the company ii in business o r why the organization exists. Whal are the key f11et or1 that havc and are contributing to Its ,uc:ceu? Then ult yourself if your objccti""" will eontnl>ute to or detract from the organization's main purpoll<!. Alwa)'lldolng this makes you strategic - of value l o your organi:utlon bttau.., you help ii att0mplilh ill mils Ion.

Informational versus motivational objectives In addition lo the c:haracterl1lks of good objectives. ii ii important lo recognitt then, are two bu.ic kind• or objectives: informational and motivational. Eoch 1erve1 • dlf• ferenlpwpose. but both are integral lo the ow,raJJ aceomplishmenl of any campaign.

Informational objectiw1 lay • foundation of understanding md owarrneu nec- essary for any kind oC persuasive efforL They address the dissemination or informa- tion and an lncttue in awareness among key publics. Thia is a neceua,y ste-p for publics to develop :attitudes that will dm<e the behavio.r we are seeking.

lnformational objectives are usually easy lo accomplish because you are just spreading infonnation, not attempUng to change anything. In fact, much of today's corporaleeommuniationspracticeisbea,-ilyengagedininfonnationd.i•seminalion

CWAnK.■ 6 !wtlinggoa l• andol,j,drtft 11

TIPS FROM THE PROS Dlfferentlatlnt between 1oals and objectives J.Mldl8ll ......... ,AM, _.......,_.CNOefMaeir.r..i,.• ............. ,......__. ....... _._.. ... ,...,,,, .................... ....... All t oo ofltn, th, ttrms toil - ollje(tlw.,. und H lnttrtNnp..,._"""" of AV!,. the um, ltlln1, Plalnlr put. IMy il't not - and the resuttiftt lack ol precilion can be probltmatlc.

COAL.$

A !OIi is a ·namnw,t of Mint" for the pl= Oltu. ano toal Is OIICJU1h. PR - marbtln11am should always I» conslltent with ma nasement lfNls, and they should be orefully cr.Jlted with the end result In mind. A cammu- nic.tions pbn pl mi!ht be · ta illCINSI the love! of !<JVffllment fundlll!!" or " ID expand our Industry leadnship:' WIilie the completion of the toal sltnlfies the end of your plan. th• objKtMs. ttralellts a nd tattles are the muns ta that end.

08J£CTIVES

Compared ta the p l, obfettlvH .. matt focused and spedlk. The !»It-formulated ob)Ktlves uprtss results as measurable outcomes. Think In tfflfts of the -reneu, an ltude or acllon t hat you hope to ln110kt, Olten there are multiple objectives In support of a s lnpt p l. Meanlntful abiettMs start with action vertis and have three .,.,is. They state a measurable outcome. set an attainment ltvtl and set a time frame.

Examples of objectives are "to sewre 20 pe,cent mare medbi a,yeqp in trade publications In fisal ¥WM 2014" or " to increase MWS flow from the company by 25 ptrtont duri"I the candar ~.,~ When wrltlftl abjKtlws, kftp these tips in mind:

s..t ~ ,,_ MH?j C. Output meu urem,nts, such as cWly blot polls, are sornetlmts wry Import· ant to eucutiws. 01.,joctiws OQt are esy ta musure are H imporbnl H objKtiws that requiro campln and upenslw metna.

Ota't ,-,_.,,,,.,_,.._II'-••,-,. Vou win llllltly cnft a S1'0nll!r obl«tlw II you can lJtlllly deftnt I t lmt lramt ta ewn 1 -h or two.

t:d• ...,..,.,_, The beJt s«Oftdoplnlonscornt from otht1 PR p,ofHsjonak that .. not ~"I dnctlyon the plan .

......... do•,._,. .. NalW •--'•'l"L Many times l'ftli"I interNOI stll<eholders ta understand and embrace • camp;,ign can be a _,, worthy objective.

ti CNAPTD5 S...tl/ngf10ul•andobjttliw:t

and awan,neu- or consciousness-raising. Ne,;,ertheleu, Wilcax. Cameron and Reber (2014) rontend that It Is d!Jllntlt to meuuri, the acrompllshment o( such an obJt.'<'· live because )'OU are trying to mea,rure a cognitiw, function (inc.n,ue in information or understanding) on a sliding sea.le (bow much information or understanding). In other words. have you simply achieved name recognition. or don your public have an understanding ol what you do?

Although informational objectives are ncccuary to lay• foundnUon to persuade people lo act. they are nrver enough by thetnRlves. II Is reromm.,nded that most oC ,--ourobj«tlwes Cocuson moUvnllngactJon.

Motivational objectives are directly tied to behavior. As a result, they an, u.ually easier lo measu,., and han:ler to achJe,.,.,. It Is a relatl,-ely simple mall.er to measure a dc1ired behavior. P,iople \'Oled for your candidate or they didn't; oonsumen bought the prodw:t or they didn't; c.bildren were inocubted or they weren't. Nevertheless. changing attJtudes and opinion• llDd creating tbe triggering event to move the public &om aw:are.nes:s to :action is much more difficult than.just dissemi:rultinginfonn:s't:ion

and raising •~ness oC an issue or proble.m. Uae informational objective• to lay the fourubtion for pcnunsive efforts and

motivational objecth'es to get publics to act. People can't \'Ole the way }'OU -,it I.hem to on an Issue if they are llol awan, oC the wur and Ill eft'ect on their li""L Consumen cannot buy a new product that will maJce life easier or more pleasanl iC they arc not aware o( Ill cxlsten,.., and bcnelilL Crute awarcnes1 nnd information objective,. with all the characteristics o f good ~cti,,,., to lay the foundation to ac,'Ompl.W, your motivational objectiY1'S.

Krep in mind that disseminating information Is easy, but motivating behavior Is more difficult. You will typically be able lo reach a w .higher level of awareness than you will behavior. You may be able t o inform upwardsof90percent oCyourtar• get population on a particular iuue. Nevertbeleu., 90 percent :,wareness does not translate to motivating 90 percent of a public to act. The achievable percentage, of behavior will always lag behind the i.,,.,.,1 ohwarenes1. On some iuucsil maybeooly slightly io,,...,.., on other Issues there may be a dramatic diffcre.nce.

(;: 1n"1m~"lru

The Strategic Communications Matrix guides the planning process in communi- cation and problem solving. It is the analytical tool that ensures research data and information are 11ppUed lo solving lhc problem or aeixing the opportunity. The matrix requires that good information. sound reasoning and dear logic dri"" deci- sions n,pn:ling the obJ«tjves needed In a campaign. what publics you nc,,d Lo reach. what mcuag,,s )'OU n.-ed to ""nd lo motlv11c those publics to act and what oommunl- eat ion tools (tactics) will ensure key publics aelcct and act on your m.essages.

The matrix triuufonn1 eac.h rtep of the RACE model Into rtrategic Cunction1. It ensures that the communication process Is not just a succession o( steps t.o be completed .. but that it is an in teractive, int.-gr,,tNI mclhodology for finding thc best and m ost timely solution for the lowest cost. 1be process must be guided by spe-- dllc, wrlttc.n, measurable, attainable, time-bound, cosl-roosdous, efficient and mls- sion-driwen o bjerti~..,. t.h.al lead lo the acrompllsh.ment oC a clearly articulated goal.

CHA.HUS S,rtt;nggoal,andohjffliw.:t •

Re_member that a campaign goal Is a positive restatement of the <'.Ore problem iden - tified in the research 11t.'dion of the matrix.

Obj«tive1 lay lhe foundation for the .eledfon of• campaign big idn and the key publk1 you mu1t reach. They allo help determine the meuagc1. strategle1 and tac• tiai IINll.'111&1')' t o inform and motivate publics to act. Objective, ,hould aho e,tablilh the evaluation criteria and t ooll nca,uary to perform that evaluatio.n to ensure eval- uation Is a part or every communleatlons elfort.

Fv~rroi ~p~

L Based on your research, create goals :and objectives for the nonprofit organi- zation you identified In the previous chapter's exercises. Mm s11tt you ,ct a goal that overcomes lbe problem you identified and set objectives to attain lbe goal that foUow the, c,ight cliaractmstics of good objec-1:ivH. Makr sun, to include how you will meuure results (evaluation criteria and tools) u you write your objecm-es.

2. Select a local C'.Ompaoy aod request, or look online for. a copy of its mission 1tatement 11nd goals. Then brainstorm the objecti~-es necessary t o reach the goalt. Make 1ure your objecti\-,,s meet all tbe criteria of good objectives, Including the evaluation criteria aod tools to meullN! resulll.

References and • ~ rl, ti An• I rt:) ~.rt in r1'c CBSNew1. (2017, Januuy27). Prnaipcl<,o for change. Relrievod from hllpo.://wWW.

dlinews.rom/ nows/ epipen-pnce-blu-c,ontrovt,rsy•mylan-«0•beathtt-bresdl-

,peak■-outf

Cutlip. S.. Center, A., Broom. G. & SN. B. (2012). f;ffcctn.., Public Rdarions (11th ed.). Engle• wood Clift's, NJ: Preotitt-Hall. Inc.

~r. P. (19'1<1). Manag,,,,.,nt Tash /lnpo,uib11itln. Pracricr1. New Yon: Harper and Row. Haumr.-orth.B. E. & Wwon. LJ. (1992).Stratq;jc ProgramPlaoning.Publlt-&lations

/levi~. 18(1), 9 - 15. KDHt.lcr. F. A. (1977). Planning and ~tting Obj«liws. New York: Founmtion for Public

IWotloo, Rc1corch and Education. Newsom, 0.. Turk J. V. & Kruckeberg D. (2013). Thi• /1 PR:~ Rtalirin af Publk llllarian,

(Ulh od.). lndependeoce, KY: Ccopge Learning.

Nonu. J. S. (1984). Pub/It R,t/arlons. Eftilewnod Cllfl't. NJ: Prcnti.,.,•111111. Inc,. Bodrigua. S. (2016, l>Not,mh<,r L6). The 10 mc»I IJ)<'Ctocuhtr PR Calls ol 2016. /nc. Rdrl~

from http1://wwwJnc.com/ alYlldor•rodrlgucl/blgge1t •1tr•C1lll•20l6.html WIicox. D. L , Cameron. G. T. & Reber, B. ti. (2014) . Public R,latiaM: Stratrr,io and Tattic•

(lllh ed.). Uplk'r Saddle: Rh-er. NJ: ~.anon Education.

CHAPTER:: CREATIVITY ANO BIG ID EAS

'7t's kind of fun to do the impossible."

- WALT&& BLIAI DHNBY ....... TOA . f' ILIIIIA&aa .. ,.Dau ....... •AOIII-ATS

LOAN ING IMPERATIVES

• To IPP,Klatt U1t lmpo<t1no of CJH llvily In dilwlopint per>iasiw ampal1ns.

• Ta -lap sllllls ind tKhnlques that produce crutiw thlnitint i nd suuusful ldu llon.

• To uncltnUnd how to develop ii bit idu that 1ppea ls to "" ~iz• tion' s kJ!V publics.

m C UAnU 6 Cinltfflly and big idm,

g--z c•t:AT"Yi-r Tht proceu ol looklnt outsidt, OUl5'!1ws ~d our routine to dismw, n!l!'W lc:fs.s •nd innovati\11! 50futions.

r r,a•-4t iui tv

t took roughly 100 men 1111d women live years - in- cluding a lot of hoUday,i, w""kendl and late nighu -

to create the first feature-length film fully animated on a computer. But when "Toy Story" debuted Thanksgiv- ing wrckend in 1995. it forever changed the landscape for animated films.

Oisneycxcc:utlves had advuc,d the upstaru at PixAr to fill the movie with songs. but tbe company resisted.

" l>ffpite being novi« ftlmmakcn at a fledgling stu- dio in din, financial ttralu, we had put our faith In • simple idea: If we made something that we wanted lo - . others ,...,uld Wlllll to ICC It. too." U)'I Ed Catmull. president of Pixar. "For so long. it felt like we had been pwhing that rock up hill, trying to do the impouiblc. -· Now. we~ suddenly being beld up :..s an ex2mple of

what could happen when artists U-U.ted their guu. • "Toy Story· became t he biggest grossing movie of the

year. earning S358 mlllJon worldwide. The name Pixar hu become, synonymou, with c..-Jvtty and innova- tion. In 2006. Disney paid S7.4billion t o acquire Pixar.As of 2018. Pixar-Disney h111 won an lncrediblr 15 Acaclc.my A,...rdl, rune, Golden Globes and 11 Grammy, for iu :ani- mated films including the "Toy Story" serirs; "Moruters Inc.· and "Monster's University;" "Finding Nemo• and "Finding Dory;" "The lnae«libles;" "lblalouille;"

" WALL-E:" "Up:" "Brave:• "Inside Out: and "Coco."

Many people ay, " I'm just not creati\cT." As a result. they miss out - leaving t.he ettative upectt of ampalg,u to others. This 11 no dllfcrent thnn dalmlng. · r m not strategic" o r 'Tm not a good writer." These conditions may be true. but they are not te.rmlnal Creativity- like any other skill - can be le acned.

Just like a glass-blower has t o learn what temperature. pressure and movemc,nt are needed to create beautiful objects. learning to be creative means mastering the process and practicing. Sometimes desperate times cause us to break with our routine.

Not long al\cr the Alrbnb foundcn blt,w up three air mntttt111CS In their San Franct.co upartmeot and rented them to complete strangers. the stJU'lup (now worth more than $20 billion) found itRlf with a binder full o f maxed out credit cards. The debt collttton r taned calling around the 2008 prc,sldential election between Obama and McCain. But Alrbnb CEO B.rian Chesley and bis bucl,lies bad an idea. " Boy&. what if= designed and sold limiti,d Nlilion cereal boxc,s and ailed them Obama O's & Captain McCain?"

They had 1,000 c:ustom baxrs printed, bought loads of cereal (Cbttrios and Captain Crunch). put the boxrs. togi,ther with a hot glue gun in their :apartment and slapped on a S-40 price tag. The stunt was featured on national television and Alrbnb

sold 1,000 t1>real boxes in a day, making S30,000 after ~ - easily ,..,_.,ring 1hr S20,000 thL,y ow1'<1.

J ust because you ha, -e a cruy idea. doesn't me1tn you are cruy, It could octwally mean you're b dlllanL

Knowini what will stick Tb... lint step lo becoming a good writer. strategic thlnur or crutlvc genius I• the same - mastering the proa,ss. Bui before diving lnlo thee process. we need a tool lo evaluate our Ideas. We also need some shar,'Cl language to hdp pt,-ople l'XJ>"'" lclcu and undcn,lllnd each other. People tend lo avoid dlKussing thing, they don't knowhow to talkabouL

The market ing team at Out.ch brewing: comp:.\ny

Heineken found a way lo both rvaluate and talk about acativity that really works. Claire Bridges. in her book.

"In Your Creative Element" (2016). describes bow mar- ltetcn at the beer company clcwloped the Heineken Creative Ladder. The JO-point scale (see Figure 6.1) ,.;th deKripton on each rung of the ladder arc real genius. Rather t han ju1t uy, ._ need something more acati~-c,," the tool provides a description of what 1tn Idea might be mlulng. For cxamplr, uylng your SK

c HAn1U1 6 Crmtito;'tyandbir, idm. 111

ObamarO's CIIII QL ,~_/';,.

fl!': _ .{ -- ·:, \ ~. ____ .,,, , / .(·~-..-.- ,___,

,~~~ ' ~j~ ~ r-- l ~~~

6 ' ·- ' ,, - ~

t .. • t I I .._ ______________ ___. J

~ Flture6 .1 ~ The 10 descriptors of Heineken's CrHtlve Ladder

10 LEGENDARY

9 CULTURAL PHENOMENON

8 CONTAGIOUS

7 GROUNDBREAKING

6 FRESH

5 OWNAaLE

4 CLICHE

3 CONFUSING

2 HIJACKED

.. U .. I Heinekert~I.

1 DESTRUCTIVE

.. c II.Ana• 6 Crnlli,-ity and b{11 itka•

£undraistt i• diche is probably a fair statement, but it does littlr good to just say it nl..,ds to be mottettatlw. Wlk,n you say it n~to be more "ownable" or •fresh" we mow, up the creative scale in a way everyone undastaruh.

Most ideas..., generate, for example, are forgettable. Using the Heineken descrlp-- ton, we'd caU them "cliche.· We've seen or heard them before. Cliche ideas aren't going to grab attention and a,rtainly aren't going to drive your campaign. But don't fret. t hey could be • -one! Your Ideas could be "coruUJing." get "hijacked" or be out• right "desttuctiw" to your organw,tion or brand.

On the other hand, the belier your ideu are. the further up the SCDle you go to deacribe them. Is an idea •groundbreaking?" "C4nta«io us?" Could it be• "cultural phenomenon?" Maybe over time It becomes "legendary.•

Taite a look at the case or outdoor retailer R£I highlighted later in this chapter in Matrix Applird. Its revolutionary idea to close its stores on Black Friday became a cultural phen.omenon. The REI #OptOutsiM campaign generated 2.7 billion media impressions within the first 2 4 h ours :md more than L4. million people decided to go out.side the Friday after Thanbgiving.

The move not only reinforced REI'• marltrt positioning u an authentic outdoor co-op, but alJo boosted the company's bottom line contributing to a significant lnc...,uc in "'-""'Due. The campaign wu ao suCCUl!uL REI continue• to build on it. In 2016, REI saw a 36•percent increase in Cyber Monday traffic and by 2017 more than 700 other organlzatloru bud Joined the company In encuuragi.ng people to get out and exprriena, natu...,, Evc,n ridc1hare operator Lyft jumped on t he bandwagon offering Cree rides to local parkJ. Tbe campaign bas now n,ached IL,gendary stlltua growing each )Ur with employees leading the way with Inspiring "Will You Go Out

With Me?" YouTube mntenL Creativity is. in many ways. ano ther v.-ord for experi•

me n ting - taking existing ideas and adding&0metrungto them o r putting them together In new ways. The SO.min• ute experiment ...., know as '"l'oy Story" was n,ally the answer lo a question. Can an animated film be maM u,lng only computo,...-, The an,....,r launched• rompany and • new indust.ry or computer gnphic animation or COi that II now used across many dl1eipllne1 including communications. medicine, education and engineering. Creativity in stDtegic communications is a critical part or any good strategy. Without it. ideu will be clkhe. fail to captivate or, •-orse, damage the organization.

Creativity .and strate1v All good strategy requires a high levul of creativity. The number one ch1D•ng• for all communicatioru is capturing att ention. You simply can't do that with• boring or ciichecampaign.

St ep m,e in the Strategic Communication• Matrix begins with a big idea. It requires you to break through all the iruormatlon and .,..rsuuion duller with which your p ublics are bombarded. You m ust deflgn creative strategies :and ractics tha.t wiU ca~ tJargct publics to choose to J>('reeive your messages, choose to retain them and cl,005e to xt upon them. The matrix process provides the l"rameworlt or strategic structure to fOCUJ your creativity. ensuring it is on target to reach the right publics with t he right mc,uagc,, to motivate them to xt In tuppo.rt o f your objectlves.

c KAnaa6 Crrat;"''tyandbigichu •

SIHATEGIC &DMMUHICAIIONS MAWK I. 111G IDIA, KEY PUBllCS, MESSACES, STRATEGIES AND TACTICS

A '"big idea" is acn:atiw strategy on which to build your entire campaign. II app,,ah broadly across 311 key publics. Describe your big idea in onr ,cnt,ena,. Then Include a bullet for ucb orthese lhree L'Omponcenu: Big idea Jtnategy, visual representation and slogan/ hash Lag.

You'll 6.rst use creath-e tools lo help you develop a big idea The elements that mm up a big idea are discussc,d later in the, chapt er. Once you ha.., a big idea and have settled on your key publics. you'll Wlllll to see bow you can experiment with dlf- fcrc,nt approachct and cbannc_ls to deli,-.,r your messages to your publics. Th,en. let )'OUr<ttativity loose agaln. bralnstonalal the tactics to accomplish each Jtrnt,egy.

Marrying creativity and straterv Only by cl>Annc,Ung your creativity within the analytic:AI process will you avoid a common mistake: aUowing a creati,.., t:xtic t o drive your campaign. Just because you have a great opportunlty to use• celebrity In a CAmpalgn dOHn't mean that approach will """"" your public. purpose and message. Creative ideas not founded in logical reasoning and analysis ol publics, purposes and messages result in lots of money wasted on campaigns that accomplish nothing. BlackBerry's 2014 Super Bowl cam• paign is a prime example. The company spent $4 million in airtime alone to bring th,e brand back and launch iu ncew ZIO handset. lnstcad. lh,e mo!M!y and opportunlty wen, wasted. The highly crcative campaign was fu n to watch. but II failed miserably because II didn't target the right publics or motivate them lo acL

If you get • crcntiw idra that cbsn't work for Dlpttillc purpose. public and mes• sage. put it on the 1helf t o be adapted and used in" later co.mmunication effort. No good Ide,,. ls wasted ln Lbc, long run. You'll be surprised b ow II wlll •urfatt again, and bow you'U be able to modify ii for ru~ use in another campaign. A good idea is only _..ed lfyou try louse It where ltdocm't fiLSave II lo use when, ii dou 6l.

Breaking habits ~nch naturaliJt J ean -Henri Fabre, wrote of the pro• <"eUionlU)' caterpillar. Proceuionary caterpillan feed on pl!M! n<!C!d!A!• ns they m~.., through the forest In • long pro«11lon, with one bead littrd snugly against

~ NAt11n~H1& A structured 1roup a utlw tlffll" 10 ~1• as many Ideas as po•slblt! In • SpKlfltd ifflOUnl of llmL

the behind o( the caterpillar before,. In bis experiments. c .. ,rp[n../olJowf,._.,,.,h,, in a i,,ocr..i.,.

W C IIAPf"D6 Cnativityandhigidm.

Fabr,, entia,d a group o( these caterpUlars onto I.be rim o( • flower pol when, he got the, flnrl one, mnn<-rted with the hut ,o they wrrc, moving in an unc,ndlng pl"O<'eUion around the lop of the pot.

Fabre expected the caterplllan would catch on to their weless march and move off in • new dir,,ction. especially since he had placed food nearby. Not so. The force of habit caused them lo continoe moving in their unending circle, ronnd and round the rim of the !lower pot. Even though food wu visible nearby, the calcrpillan con• linued their marcli for seven da)'li and nights. and probably would have continoed longe_r had Lhey not colbpsed from sheer exhaustion and ultimate starvation. The food"""' outside the range of the circle, off the beaten path. They folloWNI Instinct. hnbll, custom. tradltlon. precedent and past experfonce. They l'Dnfused activity with accomplishment. They w,,re In constant motion, but they made no progress.

•••••••••• •••••••••• •••••••••• •••••••••• •••••••••• •••••••••• •••••••••• •••••••••• •••••••••• Tue a loolt at the square and circle diagram. Most people see lhi• pattern as

rows of SQllJlJ'H and circles. Some might see a large square composed of unaller squares and circl= Few. however. see i.t u columns ol alternating squares and cir- cles. Once this is pointed out, it's very easy lo see columns of alternating shapes. One creativity e.xpen. Michael Michalko. explains it this way, · we have become habituated lo passiYcly organize similar items together in our minds. Geniuses, on the other hand. sub\-ert habituation by acth'l!ly looking for alternative ways to look al and think about things.·

Crc,ativity is the proc:ets of Joolclng outside ourselve1, our hllbit. our custom and our tradition lo find new 1olulions and inn.OYJ1tl\'I! ideu. The atntegic communica • tions planning process is designed lo analytically drive our planning and deciainns. But it sho uld not limit our creativity in searching for solution&.

In fact , unless ...., develop creative big ideas, strategies and tactics. our pul>- Jlcs are not IJJr,,ly to pure ive Lhe messages ...., have designed lo motivale them.

Brainstormi nt and Ideation Many people think that creativity is inborn - you either have it or you don't. Bui the greatest scientific discoveries and invention. came o ut of yean, of experiment• · tion. trial and uror. The Royal Bank of Canada 1 .. 11s its employee• that innovation I• like playing hockey: The best players mw mon, shou than Lhey make. But they al10 try more often. The mon, you •hoot. I.be m on, you score,. That'• why one, of the ruJ,.s of brainstormmg {see Figure 6.2) is not to evaluate or criticiu while in the

O IA"aK fi Crmfiviryandbigidnu 111

~ ~o Fl1ure 6.2 ~ Rules for bralnstormJn1

2.Sde litalirllittr,,lt.. .._.a-....,Jimion. Plan no h!wffthan fiw min-• but nomon,than 21HD minutes to tnsun, u~l>Cy •nd. htnce, • rapid flow of ldus.

4. 0. NI_,_ W.. _.. • ,_ _.,_,_ Evon l•uthtor an bo an • ct of onluation that may stiflo the flow of Ideas (althoulh In• INiy frff•flowln11 wsslon. It Is d ifficult not to laulhl.

L 1...,. ,._ 1• I ■ I llffllalizt _,., ldN !hit comes Into your mind. Othe<wlM you .,_ slltntly ....,111nf your own Ideas and ~ c.nsuri,. those that are most matiw.

I. RaN,w die~ fo, IN ,..,._lo,t IVOloHrtJN. Uw your tlmo to !ffl•ral• as many Ideas il5 pouiblt. not to explain your ldtil5 in •nv detail.

1,,,.,._. •.._,For «JQmple. if somoone mentions• txtic like bumper stic~. try to spiral off with similar tnnspcrtation-~ il»ilS liR bus boards or sun visor wraparounds.

• • r• _,_., • ....,.,.. • ...,..to_,__.,.. ,.,lb_,,,_ Try to find ways that H C:h mflht work. Try modifvi"'i- combini"!I and roarra"!li"I before disanlint an Idea.

bnalnstonning proc,c,u, TI,., obj.ct Is to get III mony ldcu on th~ LlbJe u poulblr, no matter how ridiculous they might initially appear. Those ridiculous ideu, reev.alu• ated, n,arnanged and combined. rn,quentJybttome the lnnovatl\-., IIOlutions that a.n, pr.med. awarded and uied u eumples of phenomenal creativity.

Many people abo think braimtonning doesn't work. They a.re simply wrong. Most of the big ideu mentioned in this chapter - including the legendary REI #OptOutside campaign - came oul of bninstorming sessions. Some techniques fo r brainstorming or !dead-work btttcr than others, depending on the group you are -dringwith and the challenge you are facing.

One of the chnllcnges ,..Ith most brainstorming scuions iJ that participants a.re put on the IIJIOI tu come up with &uh, creali"" ideas. Rarely do the best ideu emerge on command In l be fow minutes a.llocalcd For a brainstorming xssion. Experience bu proven it's beat to prime peoplr In adv.anc:e, For emmpi<', gjving peoplr two o.r thn,c qu<'stions or topics t o think about several clays in advana, putJ the c,..,.,tive pl'On'u In motio n long be(ol't' lhey sc,c a ,..hlle board,

Give lhcgroupa topic and the vision of where you'd like to end upsolhat idea.can be percolating beJ'on, the session begim. liaYe your team lhinldng a.bout the prob- lrmoropporlunitywhile bikingto•1>rlt. mowing the lawn, tiling a shower or dozing o/f at night. It's bra.in time a.od subconsciou.s band\Vidlh you don't have lo pay for, but that will reward you • ilh better idcu and happier peoplr, Ct't'ativity is spawned t:hroughobserv.ation and association. Giving people some time INill not only produce fresher idcu. but also INill gi,.., those ldcu time l o percolate and morph into other ideu before you officially meet. And it will build conlldence in participants' a.biHties t o contribute in new and mon, cn,a.ti"" -ys.

Once you mec,I u a t eam t o brainstorm, try rxporimenting ...ith dlJl'erent t tth- niqucs other than the blue-sky, frtt-for-all sessions typica.ily used. For example.

~ 91":AftOW The formation of new ides_

- ClilAPTD 6 Crtvtn'ity and big klm•

MINI CASE WestJet I Miracle at Cal1ary lntematlonal 8ACKSTOAY n.. mls<ion of Can•dl•n • ir c•rri u , W.Stlet . I• to provldo It\ custonwrs with ufw. allonbble and fritndly a ir tr11..t. tu corovalUH Include belnt fun. cari"I, posl!Mt and p.uslonate In evtrytlllns it does. Comtlinlnt all these values Into ont 1Jot lCM1, Wft1jet cruttd ona of the 'l'•lllffl Christmas stunts wtr :num~, tha •Christmas Mlrac11· QmPai!ln. The nmpal1n wn not only fun and mernor11ble. but beume a viral hit on Vo<ITubt because of iU creatM• ty, un11pKttdnns and f11wltss e.cutlon.

In IJte November 2013, white ~SH-"Pf"S ~ited to bNrd fliihts to C~p,v ftom Toronto Pe.a"'°" ~nd John C. Mun-

ro Hffllliton airports, thf'V-• i'ftl.ld I>/• vlrtuJII Sa nti booth. Att.r scannint tlwtr bo.anllnt passes, Santa asked pasSttll'frs wf"1I they w;mted for Chrinmn over rrve video chat ..

While both fl~ts were en route. W!stj"1 emp~ In utpry began d..s~ anu,d the city pwdiasinullts customers had n"-d for from S.nt11. As passenll"S awaittd their b•Hate, fake snow ~n to hll a nd Christmas music playRd DVB the speamrs •• custarner,;· asb,Hor presents suddenly started to fill up the carousel. Westin s urprisff 250 unsuspectl"! PISSlflttff with 3S7 pltfSOn.llly Mapptd 1llts that lnctudtd I SO-Inch TV. ca,...,.a5. smartphoMs, t~let<, toys for Iha kid< and r.,n 5Dffle socks and undorwHr.

KEY FACTS Flill'l 1lme from H1rnl11Dn and Toronto alrpom to C• lll.WV Is ro111hly four-. - ljet captured tht ,.,.nt on 1, nlddtfl u,,,.,;as plJctd In tht •lrpon ttrmlnll1, ontioard one of the planH and n the b•n•1• claim a re•. Filmlnt took plau on Nov. 21, 2013. WHljtt !Mn potted th• vid,oon VouTubt Ott, 8, 2013. Wesl)et hiftd Studio M to cmatt the c-p•·• 'l'auTubt video. C.~coro hlndled tM desitn •nd t.abriution of the virtual Santa booth, and Mosaic was responsiblo for the PR efforts. PYomotion of tht camp11Vn's vldto cost Wtst)t1 less than it would ~ cost to rent billbo.ard 1pac1 In Toronto for thrft months.

CUA"U 6 Crratn'{ty and bip idtm •

How would ,au tr1at• • manor•t:11 •w.nt for afrllnn pon1ttg1r,'1

WESTJET' S STRATEGY In orde, to ktep w ithin budtef. Wltsllf'I dld cled to • pprOKh -,ii comp,niH to partlcipilte In the c..,,,pa,i!ln In return for positiVI! l!Jlpo5Ul1! in the video. The airline also wanted to irMJIVI! its""" employees In the exeartion of u .. "Christmas Mlra<lt" omp-sn - mnforcl,-. the fun and pa,nlonm ~.is of tht company. Anally, ~nltt undantood its kr, publics are ..:tiw in SGCial medi~ It intended to • Pllfll to those !fl'Ollps by ruchi"I out ID seven! infllM!ntial blo11ers who would then s/1..,. lh<I video. 91rwratint p•i.r «JIPOSUIW for the company.

RESULTS In the two -ks followin1 the ,11.,.14 of tht video. tnfflc to Wtstltt's wtblitt lnu,ntd 100 p.,cent. bo.-inp Increased 77 percent ilfld rt¥tnue tOW 86 perc.nt. The VlluTubt vld""- "W..IJtt ChtlmnH Mlradt: Rul•tlmt 9lm1: wtnt m.i. ntctlvlnt 27 mllflon vilWI in one Wftlc, It became the number one tritndint topic tloNlty ,, well H the most sh,,,.d viral ad in C~~

durlnt 2013. The video pne111ttd ,_. tha,n one billion Impressions on Twitte, In one month. The story has been CINel1!d mare than 1.611D times by media outifis ~b.lly .

LIN KS http1:/ ,- .youtubt.com/ watch?v,z1Elvl2MuEk http:/ / simpliflylnt,com/2011/-jet-christnas-mlm le· s~tistin/ • •

try using the stlclty note mt'thod. Thb begin• with • brhe( ori<enllllion and intro- duction to the topic. The goal is stated and the tenm is separated into groups of two or three people each to write a series of que1tion1 that lead back to thr goal When you've drafted the questiont (e.g.. "How do you want people to feel during )--Our event?"), transfer each question lo the top of its own poster-sized sheet of paper (try using giant Post-It pads). ThHe questions are then posted around the perimeter of the room.

Partld panll are each gi\'t!n • slllck 20 to 30 1tlcky notes and ulwd to write down a short pbnase or idea for .,..ch queslio<L Th<, proce•• o( 1ticlcing ideu under uch quettion is repealed four or Ii\~ times u indlvlduala rotat e around the room. Thll ideation m<!thod pull everyon r participating on the aame footing and Ylllues in.put Njually. It also encourages subordlnat.rs and shy participants to shan, their idea With uch lde11 o n a lticlcy note. grouping related ldeu togt"thl'r and arualyzlng tho results b«omet much easier.

lillton hotru, which l'ompletcd the brgrst inltlal pubUc offering for a h ospital- ity company on Dec. 12, 2013. br.wutormed how to generate media interest and investor momentum for its initial public offering. The communicatioJJS team came up with the idea of turning the New York Stock Exchange into • h otel for the day. Th<, company, which has 1S brands and more trum 5,500 hotels in 109 countries or territories. uted its own people - putting 11 doorman 111 ev<ery door o( the exchange. 1erving food llnd having team memb«,n on the platform. Company Hrcutiws also d o Med hotel bathrobes for the ooc:uion. Th<e m onry shot ..,.,n around too world and lhan,d through social medla wa1 ofth<e Hilto.n CEO wea ring a bathrolM, on th" ft oor of the NYSE. Creative approaches Ulce this often come from the most unapected

fll CII.A."D 6 Cnmtivityundbi11idrm

TIPS FROM THE PROS ... Stokint creativity for award-wlnnlnt ideas

..,_.....,.,.,ca11111,._r1..._,........._,.._._.._ .... ...._t11e .. ti..'lea, _,......._,..., ..,.,...,, ............ 1111 .... -

•• _,.,......, II/~ lulld a d11-. .. of 1rea t ldeH . The but lnlnsto,mers are those who ,.1111. see and reuln pd idffs dally. Keep a flle of · 1..at ldeH" that catch your eye: 1 ,_ product launch that used an lnnavallw stm•IY o, • ct..,., Idea for • m..iil kit or - 119. 'tour j»rsorlll library of ldeH will ...... you -11 WMn V'O" are asked to be c,e~lve •on the spot~·

,._,.,._ ••..,.,.,..,, ...._.. ... .,.,...,.To pt to the bit Idea in a brainstorm you need to put people's minds II use. Plil'f crutiw pmes. ask so,,milJtly unrel.md questions. ~ the environment fun. Whl!n minds ... st1 .... 1.tWI In a OHIM ltmOSphew. ldRu flow and I bit idea will-. nl!Urlllly •

..,_,.,._.. .,,,,....,_, _,,,.._,..__...,._ Hink Aaronwu thehoml run klnt of buel>all. but he also rllN<< hith on !ht 1ll·tlrne strib--out list. Allowyou...tf hundrtds of stn'kes. siftlles and doubles lo< twry home run. Plaople who a re not mid of stnld"I out,,. more Uktly to hit the NH out of the patt. 0- • =•=·- tltec ...,_,_,~ At Hunter PR. we assembled a 19am of people with diverse bKqrounds and oullooks on Ille. and"' IMl)lre each othtr to look at opportunlt ln ftorn multiple j»rsptctlva. We• a culture that re1ul1rty pe,mits people to <Iii'( the ucred c-. No lclta Is • blld Idea- If It toe• itllllnst CDflWfttion. ii you do not llw In a culture like thu. fix that first, and thtn watdl theoutivity flow.

places. Make sure you invite new people - those from outside your work group or departmrnt - to help with each braln1tormlngsession.

Observin& o1nd seizin& opportunities Se~,eral y,,arsago. a newly hired marketing and communication• director at Blend tee. a manufacturuorconunerclAI and re1i<knll.al blmden ror the food ,w,rvicr industry. walud by the research and dewlopment lab and noticed wood shavings on the ftoor. Inquiries lrd to the cwcovcry that Tom Dlclcson. thr founder and CEO oJ Blendtl'C. liked to pby around blending odd things to tell the JturdineH or Blendtec's heavy-- duty blenders. The marla,t1ng director got a video camera and began shooting as they blcn~ rues. marbles. golf ball,. a rotiuerir chicken and a can of Coca-COIL He posted tbe first few videos on You Tube and the -will lt Blend?" series '"""nl virlll. with five mIIUon views in the first =ck.

Salc,1 or Blendtec'1 blrnden doubled in a month; large retmlrn such u Costco started carrying the company'• products. Blendtec's YouTube channel now boulJ nearly one million 1ub■criben and about 165 vl<ko• - ■omc with nurly 20 million vi~-ws. V-iews °""r time number owr 500 million. Blendtec has al■o engaged with

thou.sands of customers responding to suggestin,u on wluit it should blend next. The Blrndtec viral com- paign cost leu than SSO to initiate. A sawy market• Ing and communications director saw an opportunity and took a chance. With a su.pporti-,, CEO. it paid otr handsomely.

The Blendtl'C campaign u the result of looking at a blender differently. It wasn·t designed to pulverize a 2-by-2 piece of lumber, a Bic lighter. glow sticks. mar- bles or an Apple wat<:h. but it a,rtalnly CUI. This leads

c uArraa6 Crrath,ltyandMf/ ;'dtt.m m

us to th•• big idea. Blcndtec blenders arr so tough they can take on just about any• thing - leaving no quelllion they can crush the la, in your D<'JCt £rult smoothie. Big ideas like this are born of curiosity. obtervation and adaptation or experimentation.

IIW:wi/111""""1

Thom111 Edison uitl that t,n,ativity u · 10 p,,rcenl Inspiration and 90 pcn,cnt p,,r- spiration. • ll ~)' well begin whe n )'OU re:tlize that t-here i.s no part:icula.r bene:6t in

doing things as they have always been done. It also does not n.'<jwtt compirte origi- nality. Creativity often means borrowing and adapting ideas. Modify and rearrange. make them bigger or smaller_ Brainstorm ways to change and adapt an idea. In fact. practke braiiutorrning on a topic j ust to see bow many different ideu you can come up .,.;tt,_ Try free association. Piggyback on ideas. Pr.u:tice saying whateYer idea co~ into your head.

Givin1 yourself perm ission These an, all good exercises. but t.o be creative, you must lint allow that you can be. Brnk the barriers lo cr.atlvr thinking identilled in Figure 6.3. Explore your

ru Fi1ure 6.3 Roter von Oech's mental locks to creativity IE PRACTICAL. Don't~ impossible sunutlons. rathtf use them as sttppln1 stone_s to workable solutions.

THAT' S NOT MY AHA. S~i1inf t ausu us to miss out on a lot. lnttrdisciplina,y ans-rs art ti.tu, solutions.

IIOfll'T IE ,oouSH. Poldnt fun at proposals provldos fttdba<k that prewnts IJOIIP think.

t'M NOT CAIATIVI. A self·lutfilllnt prophecy, Allow .,.,.,rself to be oeatM.

TO IRA IS WROK Gtt 0vtr tlM! stifma that beini wron11 is all bad. Ust mistakes to leam.

THI RJC:HT ANSWEII. LookiRB for tlM! °"" ri~ an_, kttps us from rnlltln9 t hat thtrt may be m any pouibiliti.s.

,ouow ntl lULIS. Crtativlty is otun onhllUd bl' brnklnt the rules. tolnt outside the normal parametors.

THAT'S IIOT LOGICAL, Don't disrojard thlnklnt outside the boundaries because It dOHn't fit 1hr, analytical approach.

PLAY 15 FIUV'IIUIUS. Fun environnwnu • rt productiw, crl'•tiw environments.

AVOID AMU.UITY. lntroduclnt amtJituity into a creatlvt StiSion can help ttnerate answt,.. Also use humor and paradoxes.

i j

i • i

nl CtlAn'U 6 Cnativily and big idn.u

im..gination. Think. Create &ntasies and pbly with ideas. And then cultivate the hahiL Tbe m on,you challc,ngc, youn.,lfto thinkcreaU,..,ly, the beueryoo will bttomr.

In her book. "Teaching Cttati"" Behavior." Doris Shalkross 0981) provides srv- eral exercises that require you to challenge the parameten of your thinking. For example. how many squares do you ser in the illustrat ion below? The expected ans,o..,, would be 1.6, but count all the squares.

Assuming this diagram is o n a Oat plane,, there att 30 of them, nil dill'el'l'Jlt slu& One is theoutsklesquare. Yo u will also see 2·by·2sqwaru and3•by•3 squaru. Adoor is opened to our creative brain when we obtain pennis.um - indeed are given direc- tion - to loolt oullicle 1hr traditional bound.uies and expected perception!

The next test Crom Shalkros• is one you may have seen before, but it powerfully Illustrates the need to go outside the boundaries we srt for ourselVH. ConnKt all ninr dots with four strlllght lines. Go through each dot only o nee and do not lift your pen from the page. Take • few minutes to l:au this test before l'C!llding o n. (TIie solu • lion i1 loated at tbec,nd orthe chapter)

• • •

• • • This test is specifically designed lo show us that we set our own artificial bound-

aries. There was no lnstn,ctlon indicating tbe connecting lines had lo be k~ within the invisible boundary sc,t by the dais in the diagram. Yet we are accustomed to oet· ting those boundaries ourselves. O ne of the greatest marketing ploys of all time was

CllA.rT"lll.6 Crmt1\.ityandltii, idtm ffl

to print" margin l ine an inch in from the edge of notebook papeT and on lrgal pa<b. Most of us automutkally obsc,rve that margin and 1.,uve the IIJ>U<r on the left •ldr of the line blank. Most notepapeT and pacb are used for Lalting no t.es no onr eue will ever see. What doa It matter if we observe the margin? But much more notepaper is sold to student. and companies each yur bttause the a.rtlJkial boundary re1tricta what lits on the page.

It is interesting to n ote how po11~rfully Ingrained these artifiei.al boundaries are. In using the Shallcross dots test each semrJler over two decades, we ..,,_,, found that most students have seen it before and ha,~ been shown that the solution is t o go o uuide thr arti6clal boundary. But the \'list majority of those can·t rrDlt'Jllber the pr!ndple and revert lo trying to conn«t the dots Inside the, percel~ but actwally nonrxi.rtent, boundary, They an, too acculturat(-d t o 1taylng within pen,elv,,d limlta• tiom, ""'n when no limitations actually exist.

Wherr did w,, lellffl to set the■e ltirw!J of lnvi■lble boundaries? Remember when you began c:oloring?What are som<> of the first lessons - or rules - )'OU wne taught? Onr wu lo always color insldo, thr lines. That rule was so ingrained that we even traced the lines with the crayon before coloring to make sure we didn•t accidentally breach lhe boundary. We were also taught to choose the appropriate colocs. Frogs are green. not purple or blue. So we always had to choose the right color for the item pictured. so mu c h so that fights erupted in grade school over color crayons. Now grade school ltlds buy their own set of crayons 10 they don't have to fight with any- one to gt,I the green crayon for thc,ir frog. But in a grnphic design. wouldn't a purple

frog get more second glances than a grttn one? Or better >~I. one wearing cowboy boots or a biltlnl?

Creative ideas and solutions are. by nature, o ut of our typical range of cxpc,rience. Problcms with obviow. t rad itional solutions lcldom rL'<!ul"' much timl'. To find truly innovative solutions to c:hallcnges we f...,.,, we must reach outside our comfort zoo" and the artiOdal boundaries,.,.. ha\~ created (or oursd,~s.

Overcoming fur Fear is probably the single greatest b;urier to crea tive behavior. Author John Holl bu aid that the real test of lntelllgenCI! is •not how muc:h we know how t o do. but how we behave when we don·t know what to do." Wh•t do we f.-ar? We fnr failure and ttjec:tlon. No one lllte■ their ideas lo be rejected, laughed at or ridiculed. We often fail t o contribute our idns for fear we will look silly o r 1tupid. w., think that people who Cail don't get promoted. Th"ydon't gel raises. But if you never take risks, you won't grow into that n<!W po,iition or be valued for your ideas either.

Thlnlt about the hocla,y pb)"'r and work to c:reat<! a rislt-fr!endly environment. Applaud those that take shots and surfacl! n,,w ideas. Don ·1 g,et studt on the mistakes made in the proceu. Praise the courage and effort taken to see things differently and to experiment. Companies that foster this kind o ( environment are known for their creative products and solutiom. and are those that 1urvi\.., disruption. Targt,t. for example, has invested heavily in online shopping - creating experiences that lever-

age both the in-store opportunity to""'· t ouch and fl-el with the convenience and selection of the onlinc exp,,rienCI!. 1'ar1et 6tdlitales pri<r-matching with online saJe., scanning lo look up options not stocked on shelve• and choosing store pick-up o r home delivery. And while U-1 hard to compete with a giant like Amnon, Target's onlinesales al the end of20l8wl!regrowingmuch faster than Amazon's.

1M C HA." 'U 6 Crwuti11it_vandbi11idta.

- • · '71w 1/ndtrJ,n,und. gr Mamon u""""""'" '" S,,Jwwla.1/Jd.

g:z ,,.x Ce-.tlon bom betMt n 1960 • nd 1'.180.

:}€ " .. f Ct n«atlon bcm be!Mtn 1980 and 2000, a,lso olled

mlllfflials.

g-z U l Cenormon bom in this century.

To n,info= the need to rau and fail often. samr companiN l!'Y\!n give annual a,.'lll'ds for lhr most sptttacubr fal lun, bcc:allJle rnanagemrnt n,cognlzes that If o,mployt.'rS art' afraid lo br creative, the company will lose its com petitivr rdge in I.he markl'lplxr.

Creative environments and people While you m ay not be, working for an organization that openly rewards failure,, )''<>U can still create an environ- ment that stimulates idration and innovation. Not all business rnvironmmls work for all p<.-ople. but lhrn, Is strong con..,nsu. among creativity and innovation experts that surrounding, aft'rct perfurmunae, ON, ul the most imporunt c-onsidenations in planning work• space, is an organiution·• culture. Doe• the work envi- ronment support !he C"Ulture? The company RubSpot. for example, values an opm culture and the frtt exchange orinfonnation and idea,. To facilitate this, no one i.n the company has an office. They all rotate drsb on a regular basis and assign seats by pulling names out ofnhaL

Many companies - especially tech companies - have moved lo an open work cnvironm,,nL Max Chopovll,y, founder of Chicago Crealivc Space, A)'ll that t"Ven traditional companies need to t hink about how environment reflects on their cor- porate culture. "Baby boomrra are retiring and millennlals have a dllfc,n,nt per- spective of what a work environment should t,.,; hr says. •11 all comc,s down to two trends: ttthnology and demographics. Uterally. my phone cun be my offl.,.,; Chopovslty says. "If I have a laptop and all other tec:h available, I literally never have lo come into the ollke . I come in because of ideas, collabor ation. That'• where creativity happens.•

Marriott International, the world's largest hospitality com pany, has given new focu, to i.nnov:ation in n,cent years to reinvigorate its br11Dd1 11Dd appeal lo a growing number of Gen X. Gen Y and Gen Z tr,n.,lers. The basement of its mrpo- rale headquanen i.n Bethesda, Maryland. was t urned into a giant lab called, -rlM! Underground." The space 11 used to test new room concepts and other projects that come from ideation acuion.1 held with Marriott USO<"btes around the globe.

Many comparun. like Disney, encourage rmployttS to decorate thrir workspacr. Othen build creative spa.,.,, to support their culture. l ike Groupon'a enchanted for • est. T he Important thing ls to mnlte sure there are place, for people to gather. talk. exchange information and ideate - you can llt!Ver hav,, too many while boards.

1n the o,nd it's about people. Creativity researcher Claire Bridges shared the lop six things cn,ative people value:

• Curiosity • Creativity • Frttdom • Courage • Fun • Grit

You can read more about these value• in her book. •]n Your Creative Element• (2016). Consciously putting in ph•ce proc"ucs th.at adtnowlc,dg" and support these values wiU lrad to a culture of creativity brn,ft of micro-management. This cul• t urcwill be the most important far1or In attnicti.ngemploytt• wi th fresh ideu and perspectives.

CIIAPT;ll 6 CrmtO•;tyand,-,.itkm T1I

The concept o f the "Big Idea" comes from adverthlng. In the 19601 advcrwing genius David Ogilvy coined the term. which had an i.m.media1.e impact in the field oC ach-ertising. It later spread to nwicetlng and public relations.

According to Ogilvy. "You will never win fame and fortune unleu you :al10 invent big ideas. It lakes a big Idea to attract the attent ion o r coDJWl1C'n and get them t o buy your producL Uni.cu your ach..,rtislng con1J1ln1 a big idea. it will pus like a ship in the nighL"

Ogilvy believed that such ideu aprang from the unconsc:iou.s mind. -Your unconscio us has to be well Informed, or your idea will be irrelrvant.," be said. -Stuff your conscious mind with infonnation; then unhook your rational thought process.·

Ruean:hen and communications experts believe there are ways to stimulate the unconscious mind to draw out creativity. A few of the tools and conceptl ust.-d Lo do this were discussed earlier. We refer you t o the refcr- enl:ff and addition:al readings for mo re tools and l'llmples.

Wh.at is .a big idea? A blc kll,a la more than a unique seUing point used by advcrtlsen and marbte n to 1ell a product. ff• more than I.he articulation or a competitive advan tage. A big idea is the book o n which your entire campaign hangs. It might be helpful to think about It the same way you would think about telling a st o ry. What i• I.be climactic surprise or element th.at captures the attention of your reader and appe:als to their self-interest?

In his book. "The Se-,,n Basic Plots.• Christ opher Bookrr identilk-s seven s tory archetypes (Figure 6.4). Cruances are, whatever big ideao you generate will fit one o r two of these.

Fitu1'96A Booker's seven basic .archetypes

Dondo,,il>y. wlddj-,_..,, • "Th, Fath,,qf ~ •

~ .. l k A CtHtiw st~ Of tlwme on which • cimp,iign is buit to hiw ~ ippHI icrass your publics.

,_T_0:_:_~_~_ O : _~_N_~ ..... I THE oum J ( toMIOY I _••A_,~_:_:s_O_, I TitAGHY J I RHIRTH j ( vov.::,:.•• J

Btg ideu shouldn't be complicated and shouldn't require much explanation. They should pretty muchatand o n lhl'irown. lfyou can't tell a friend in a t m o r l"M wha t your big ideu ls. then you haV\!n' t )"!t nailed iL That said. the hanlett part about building a campaign around a big Idea may V\!ry well be learning b- to rec:ogniw one. Ogilvy suggested asking these live questions:

111 CJUnU 6 Crmtrl'fty and b¥/ illm•

MATRIK Af PllEil 811 Idea R«tHtloNI Equlp1Mnt, Inc. (REI) Slalttd in 1931 as• · 1roup of n mountain cllmbln1 buddies" •tt.'"llllnt IO pool their resources for access IO bttttr, more affordable out~ pill. TIit outd- retMltr ha• since 1rown to btconw the natlon's !Mtest contu mtr COOl)Mltlw wltll 143 stores and 16 mlllion membtB. In spite of the ..-. REI hH tried lo nay true to II~ mlSYOn: "We Inspire. tdu· ate and outfit for~ llfethne of outdoor .adwflt ure and st.eward-

shtp.• As• result.• uy question lnnd l!UCUlivfl ultd to answtr durint a b~nstormln1 StsS>On lot the 2015 holiday shopplnc SH· son wos. · ttow do we want t o be ll!pres!llt!!d duri"!I tllt holidays?·

REfs Chief C•Htlw Officer lk!n Stttlt said REl's an-r 10 tlllt question be!•n as• 5ftmin¥fy wild "'ff'S1ion horn one of the company's I.ad Int mtrthants: · 11cmw we could n1Wr do this. but whi t -.Id happe_n If M clowd on Black Friday?" Actordln1 to St Hle, the at.hits in tllt .,..tint didn"t dismiss the ldta, ,._, thoup It meant pottntiolly mksint out on salts ,..,tnue from one of the blffHI sllopplnt days of the year. In facl Stu le said. they stalttd to -,da,, "W.11. why couldn't wt do th1t?" And REI HKutlvts Wttt MlOn cOIWlnctd 11111 closlnt 111 of thtlr ttor u on Blad< Friday would htlp the brand demonstrate Its authenticity- that It was commltttd to IMnt It v;,luts, not Just ulklnt about them. Aaordlnt to RE l's Chief Eucutlw Officer Jury Strinllt, · ttow do we bt authtntlc Han outdoo, com~ the rnv aft er Thanks1Mnt? We amt to the conclus ion that lot us. tne01n1in1 people to ro outside -s orw of the most authentic thlnrs M could do. WIP're passionate about 11.·

BU,mEA

REI explained its bit idea this -v. • w, believe tlqt a llftt outdoors Is a life well llwd. Within that s implt statement is the tenesis of #OptOutside, the Ide ID close our ston,s on Bladt Friday, pay our 12,000 employees ID spe_nd time ouuldt and invltt Affl4trlta to Join us ·

1. ., ,._ mwe.,,, Co 11alns1 !ht crain on Black Friday to hithllpt REl's commitffl4tnt to lfltlnt people outdoors. Aaordint to CEO Strit zke. the mat-.vwas ID creatt • 1tartc "contrast ~n wlllt Is h1ppe_nlnt on Black Friday and the loy that Is associated with belnt outside: The purpose of tho str•t"ll' was to build brand ~lty a"""'I C-p rntfflbtB Ind tfflpiOyHS.

The stnt"I\' al,o had vaiuo as• ,-s sto,y that peoplt wanted to~ about and.,,_, Tho story ro,o nattd with m....., people because It ,.,.. • narntiw of rebirth. REI was butklnt conwntlonal wisdom and cu•rantHd profit s to retum to its roots of focusifll on tht outdoor uperlonces of its members. As Charles Trev.iii uplalned In an article lot AdAge. "REI' s decision ~ects its fundilTTlental emp;ithy for its customers.. who have zero des! n, ID sand In line for the btst a al on • rolJeous ~ I Friday, when thev could be hlkint ML Moosbuk1.·

2. .,_, ,....,__,, LalJe, black banners on REI storts announclnt that u,ev-.ld be closed on Black Friday.

Cl.lAPTCR 6 Crmth,ityand Ing hJrm ffl

Did it make mc gasp when I fint aw it? Do I wish I had thought orlt m)'K'll? b it unique? Does ll fit the strategy of the product?

• Could it be used for 30 yean?

Long-luting. he bellewd. was one o( thc most Important concepts behind big ideas.. A good example of a big idea with staying power is Dove soap. For more than 60years.Dove advertisements have made the claim lo one way or another that "Dove doesn't dry your skin thc way 1<>11p can.· Mon, recently the brand mesuge is, "Dove Is one-quarter moist urlzlng cn,am. • While these questions a.nd lhe Dove so.ip exam• pie may belong mon, to adwrti1ing than public n,lulions a.nd markrting. they help dest"rlbe the o rigins 1111d thinking behind big ideas: to serve u a unifying themc.

Cr.aftlnc big Ide.as The big idca is strategically plJiaed after goals and objectives and before key pul>- lics. messages, strategies and tactics in the Actfon Planning section a! lhc matrix. This is done because ii is at the heart o f the campaign. Although you will be think• ing of potential publics, th.e big idea ro.mes before the identification of kry publics becawe o f its appeal across all key publics and its direct tie t o the accomplishment of the objectives.

The big idea Is a campaign's muter strategy and overriding message. tr a key pub• Uc, Is sc,lcct ed that doo1n' t St.~m t o flt wit.h the big Idea. you .. ither chose the wrong key public or came up with a bad big idca. They must all flt tightly together.

The beJ1l way to write down your big idea Is to st11rt with a sentence or two that lllttinctty describes il You can then identify three component.s.

1Tw W. ideG •trar..,._ The t-, idea -eo is II story hook or archetype. It is based on reseuch, pop cultun, or brand relevance. It must be memorable and ha,.,, broad appeal to acmmplish )'Our goals and objcctiv,,s. The best big ideas often have an almost universal appeal. The Share a Coke Campaign is a prime example. The Coca-COia Com pany discovered through research that young people in Australia we ... looing th..ir connection to the brand: they no longer fell it was relevant The rcspo.nse was a campaign printing the mo,t popular first nam<'■ o n the cans. This person.aliz,,d the expcric,nce with the brand and reconnected Cokr with a rising generation of ronsumers. The campaign was so 1uecessful. it wu ew-ntually rolled out globally.

1Tw vialal rq,rewatllti- qf tM,,., Ur& The vuwJ I CjWC-tati<a is the elemcol that excites and t"Olltle<:ls target publics lo the str.atrgy. The more tangible and interactive the visual, the stronger the idea. Frito-Lay didn't have money for an e.q,ensi\-e Superbowl campaign but was determined to get noticed. It creat ed the Tostito, Breathalyzer bag. Each bag had a steering wheel on it that turned red when )1>U breathed on il after consuming alcohol The llmlted•edition packaging garnered manlvt traditional and social media attention.

1Tw "'6 idN "°""• or.__.,.._ A clA,v,,r elollaa. motto. lluktaJ Of' handle captures the eul!nce of the big Idea and conveyi l be primary message. The strongest slogans and huhtags are those that are e;uy t o spell and remember.

g.g l..,IDP S-t"Ttc;V A story hook°' a~

g:g VI l4l llC ~IM .. TH .f A physlal 01 dlcllol oample of I bit idea.

~ kKM A short. tMmonbt. pllrllt llnl<td to primary "'""'AIC'·

gi H U)IT...C. A word o, short phraw prKtdtd by• halsh ( a ) uRd

to Hirth for and l'OVP t011th11 ,.l,tld postS on socl1t mtdl1 .

111 c u .n-06 Cntalivityandbf11idra•

~ ii ~IFICAT,.._ Th• use ol soci;,1 med~ to •xt•nd the rN<h and

-~-the visibility of st~k mes~s.

Red Bull aolia,d a rew c.-W1tomers posting pies on social media that looked lilce owrslud CllU or Red Bull'"""' bdngcarried by Pffiple, pets, c:,rs -you 1w111, it! To ....,Uty the idea. Red Bull came up with the hushtag #PulACanOnlt and the campaign went vlnal

In 2013, American Express c.-elebr.ated the 50th anruvers;uy or the "Member Since· date being added to the cord. Amcx created the notion that having their card was an exclusn~ and desirable thing - a badge or honor. Its nntcgy wu to make peop"i who had Amcx card• reel special. n.., visual representation was a stamp o r the Initiatio n y,,ar o n the front of each penon's card. Tll4' slogan bu become famoo-=

· membership bas ill privileges.· The message that you are joining an elite club and you are special bu all°"'-ed

American Express lo charge higher fees on each card transaction than Visa. MasterCard and Di.srover. Big ideas don't ha,~ to be expensive. The cost ohhls big

idea was :ilinod zero. yet it"s :a. concept that continues lo yield dividends.

To celcbnite the SO-year milestone of I.he "Member Since· idea. Amex launched a special me_mbers since •pp. The company asked u..,ra to 11elect the y,,ar they became Amex cardmc,mbc,rs. Then. it present ed a tjd• bit from American Express history for that year along with the opportunity t.o post on users' Faccbook tim e- linl-s and on Twitter. Onr 81-y,,ar-old man who's been a cardmcmber since 1958 IWteetcd that be wu o n., of the original charter members alongside Elvis P resley. Another woman jokingly shattd that sh., got her card when she was planning her wedding JO years ago. She still bas lh<e card, but not the husband.

S101,ins, t.i1 lines .ind h.isht.i1s Slogans, laglines and hashlags arc good wa)'s or reducing your str ategy and owrrid• Ing meuag,, t o a (ew words. We re<:ommeod experimenting with slogan• lo""" how much info rmation you can convey in a phrue. Slogans should be short. compelling and attention-getting. 1'.hey should be general enough to relate to all or the publics you will target. and strong enough to appeal to 50ffl<' of their shared self-interests. Some examples or pervasive slogans with hlgh retentioo wlue include the• JWll Say No" antl-drugslopnand Nike's "Just Do ll"

Another ruttessful slogan was dewloped in 1992 for the American Plastics Council. "Plastics Mw it Po,slble." The campaign built around this theme rede- fined the debate about plastics. The big idea o r th<' campaign. summarized in the tag· line. focused key publics on the 110sltiv,e associations they have with plastics such u kee ping food &e.b. 11.reping people safe and making poulble m11ny or today's li(esav• ing medical ltthnologies. l lUl.ead or directly ta1ring on the environmen tal cona,rns people ha\-~ about plastic, the campaign ,.,,,ked to ~i,nte apprtt-iation for the material's unique properties. -Plastics Make it Possible" was so successful that the American Plastics Council used the tagline for 25 )~a.rs.

Notwithstanding their utility in 111mmarixing key messages. slogans and act,,er· wing taglines cannot stand alone u messages t o your publics. They are useful in

C'llA.n&a 6 Crftl#vltyandbiwidtttm 111

cn:oting synergy among all publics In II campaign and can dranuttiall)' :all'«t recall ol publlc-spt.-clllc mruaps knl In othr_rduannels. A slogan like "Wortdng Toward 11 Healthier Community• will bring lo mind public-specific menagr_s reganling eco- nomic well-being lo a business public. messages of phyilcal aod mental health to the health care public, and menages or combating drug and alcohol abuse to a parental public. The slogan in and o!itself is not :oo ellrctive message. It is ooly ;as good as the public-specific messages and visual representations that support iL

C.ener;atin& bi£ idus Gc,nerating o big Idea 11 a procus or lnslgbtlng. ldeatlng and d~'VC!loplng. lnsighting mean, lo analyu the current ailualion, problem/ challenge and nillure using research t o glean u Cc,w key findings or insigbt.s. What matters most to your key pub- lio? Look for 11U1rkr1 trend,. niltural trends. changes in prn,c,ptions. what you are lcnO"Ulm for. what hu worked before and what is cur-rent and in the news.. Examine the soc:W media chillier_ From tbJs Insight. you will lirul a story hook, something whJcb will help you generate idea,.

The next step is to apply the creative process described earlier to ideate. Brairutorm around the insighu you pined from your research. Use the best prac- tices discussed earlier to makr ideating productive nnd valuable. This is -..-here big ideu first surface. Remember to find creali\"' sunounding, for the proc.-.,u. and try nrw brainstorming techniques. Break the routines and patt.,ms that often block ide- atlolL Invite dllferent people - people out.side your circle - to your brainstorming "'"Ion. Great ldcu onen c,omc, from unexptttlld places and prople. Go for qua ntity O\'U quality - genera le lou or ideas - and plan sufficient timr at the culmination to thoroughly enmlne all the. ge.MralNI Ideas. Rcarrange. combine and modify 10 fully evaluate each idea·• potential.

The last step is developing. Take your best ideas nnd build them Into a campalgrL Concisely write down lhe three components or a big idea: strut~. visual represen- tation and slogan/h:ashtag. Test the "bigness'" or the idea Build out your mrssages, strategies and l.actio lo reach and engage wilh your key publics. Ask )-'Ourself. "Doe1I my idea appeal to our key publics' self-intr_rests?" "Will it achieve our objectives and ultimately a,'COmplish our goal?" Most importantly. "Did we settle?" IJ the answu to the lut question is yes. the.n go through the process again untU yuu haw something anuu:ing.

You might wunt lo use the Hcinrken Cttatlve Ludder in Figure 6.1 lo evaluate your big idea. Most big ideas. c,ven those resulting from brainstorming sessions. an, cllclM!. Stri~.., for ldcu that rank oboYe cllche. Lcgcndary ldeu are rew and far betwttn, but al I.cast try Lo be fresh or groundbrealclng. The higher your idea is on the, ladder. the better il Is.

When the Marriott School o f Management at B.rigbam Young University was get- ting ready lo celebrate the 25th amrlvenary of the school being named for Mm:riott Hotel founders J. Willard and Alice S. Marriott, the school's external relations learn came up with a big idea to elm.., its year-long celebration. The resean:h insight was that business students ,...,re perttMd u caring only about themselves and money. Tbe big idea wu l o tie thc school's anniversary lo the Marriott rompany's "Spirit lo Serve" lnitlatl\'\! und log 25,000 hoursol servi« during the year.

QI CHA"&■ 6 Cnatrrilyandltigkl«t•

MINI CASE Tobacco Free New York State I Breathin1 new life into the fi1ht atainst tobacco

IAOSTORV Tob.iw> 1dwrti<l"11 to mlnon; I, an old <tory. Stai. lejl>iato" hl\'9 deb1 ttd for dft1dn haw to .._.,1a1t advtrtls• l"I, tr/1111 io strih • b1lance bei-en IYee entt<prise 1nd upresslon •nd public hulth. But mM!y of the key fKu h•w i>Hn obscurtd. Tobacco Frwt Ntw 'l\lrk Stott (TFNV'i) I< I nonprofit thlt wn Mlt<mlfltd 10 do somtthlnt to curb tob~o .Jddicllon arnon1 minor$ .and _,tts.. TFNVS w~ted reporters .111 OWf the s-~e to write ~bol.fl tobKCO adwnislnt on " WIJrld No Tobacco aav: Its P"""' to raise public aw•mi- and bLild support lo< strlctor tobacco adwftisin1 l•ws in the state of NrN ""1t.

KEY FACTS • TMilWl• te ai" oh,_ smokor in New'ibrlc is 13yurs. • Evldtnce <hows that - 1111 <lt•rtttts =kn kid< far mott 11"-'V to try tht<n. • Tobacco - rtlslnt is bit busintss. SlllO• mihlon Is spent on toba«o lcls annuall\, In Ntw Vork statt .alone, not

tomtntion ln•stortdiscouncs .,,d p,omotions.

H- ~- ~°" bttochr 1t1w lt{t lnlo on /r;;u, thot f lw,n d<bot,d for dttad,. l TFNVS' STRATEGY Tht bit idu wu to use an lllustraud lllildmfs boalt to <1p1Ure reporters· ;attention and eno,u,- "11 them to write about the issu._ Jact and Jal (and TobKCO) is 1n ll·P1i" lllustraltd book that VRS printed and mailed to 200 reportBs In Ille statL Tht boolc is pepptrtd with k,v facts about tobaco and c.hildrtn, dramatically sh<Mi"!I how -,OU"l$llrs ..... bombanltd with ticlretlt advtrtklne, TFHVS •Ito produced •~version of the anlm1ttd thlldren's story that-• shared onli11t. Tht vis1Ul t1prestnt1tlons wttt the chil· 1hn's boolt, vic»o and landln9 P"II· The slopn

was •SunEnOU!hToblCCO.

RESULTS More th•n 70 rnedl• outlets cOYfftd lht TFNVS campaisn, ~llffltllt on social media was •bout Z0 perctnt. Morw th•n 540.000 ptoplt _,Md th• vldto.

. r- t \

TF!fVS !l•lhfltd morw t h•n 20.000 titNtul'l!'S • nd tm;,lls of support that -sh•r•d with 1-si<lllo,.. A 2011 poll showed Now VoRefs-•--mlnlfv In fMJf of ral<l"t tht purd,11lr11 • lot toblcco to 21 'lff•S.

I. Bit, ltka •trot.fa: Motivate stud<,nts and alumni to serve, 25.000 boun In I.bee annlwr111ry yc,ar by showcasing sc,rvicc, opportunitic,s and visually I.racking progress in a creative way.

2. Vi•l,le npraentctiM: Build a gillllt glass "M" in I.be school's atrium and add a blue tennis ball for every hour of service by students lllld ruumni.

3. Bit,ideaalag,morl,a...,,,.,,"M,arriott 25 Spirit to Serve" and maniott2S.byu.ed1L

Executln1 bl& ide;a s The diJference between big ideas I.bat take ftight and t.botr I.hat fail IJ onen I.he ir-,,,1 of enpgemenl you 1,a..., with your key publics. lcleu n<!<!d to be amplified through multiple channels. Use a good mix of social lllld digital channels lo send your meuage. But don't ignore the traditional channels. Look for ,...,ys to inrolve peo- ple. t o have I.hem do somelhing. Make sure thAI your messages are strJtegicaJJy timed - maoy tr.Ktitional channeb requitt more lead time. Plan for lh:at so your mrssagesin traditi0D11l channdseorrespond with t hose in sodaJ and digital channe.ls requiring less lead lime.

11,,member the Importance of limely messages.

C'HAPT'II 6 Cf'ffJIIW,,.andbwWfll.l U1

SocW media provides greal opportunities to engage wit.h your audiences. Many of your posts ahould he preplanned. but many should be crealed daily to mirror wha1'1 going o n in society. popular culture and o nline eonversatioN. Replying t.o people is what really brings tbe persoruillty of your organlzation or product/ service lo Ufe. That's where you can really dc,velop one-on-one connections with your audiences. That's where I.bey become engaged

A bie ide;a at HP Hewlett-Packard u..-d a big idea lo help turn around I.he company's reputation by rethinking employee communications. In 2011, HP hired Meg Whitman. the sixth CEO oft.hr comp11nyin as many y,,ars. HP's reputalion WBJ 11 an all-time low. It had bee.n blasl.,d by the media as one of the worst-run companies in the world. Analysts had called for ii to he broken up and sold otr. Headlinl'S such u " b HJ>'s Autonomy the Worst Place to Work on the Planet?" and •Why a Bad CEO is a Company Killer

-Sell Hewlett-Packard" and · How Hewlett-Packard Lost Its Way· we_re not uneom- mon. RP employees were. understandably. depressed. frustr.ated and. in some cues. downright aogry. The compaoy was in crisis. But the new CEO was committed to keeping I.he compaoy together. Whitman believed the company had great products and a powerful global worlcforce of 330J)O() employees. But it had to change. And the change had to start from within.

Whitman helicvt'd the company eould draw upon I.he power o f HP cmploytt• u an engine to driv,; i nternal change. The company selected Stacey MxNeil an espe- rienced communications and news practitioner. u a ncew VP of employ,,,, eommuni- ations to help restore faith in the futur,e of the company and trust in its leadership.

W CMA"U 6 Crrotrrityand b;g itJra.

"'"""'-·"""-""' -Uallt ii M,._,w-• ffffll in India.

The internal communiatioM team came up with a big idea: to glve c,mplO)'t'6 permission :tnd encourage- me nt to generate, produa, and share company news. Employee communications needed a huge shot of cred- ibility. So M1u:Neil and her team turned their foc:us to organic storytelling within the company. • We n~ed l o con nect w ith employttS and a.b,olutcly build trust," MaeNeil says. -We had to activate the emplO}Te \'Dice In o ur communications.·

The slopn. "We malce it matter," was adapted from HP'• " Make it matter" mantra. The overriding message

being sban,d wu that HP employ._..,. matter in big ways - that tlw-y believe in the com- pany, and that they are a force for innov:ation and good that generates thousands of products used throughout the world.

The t2ngible rep:resenl:ition of the big ide:t at RP w:ss the introduction of HP News N-. an onllne ,ouree for employees posted securely o uts ide the company's firewall. This was done ,o emplo)'t'es could access it anywhere. including o n their m obile devices.. HP News Now foc:uses on transparency: sharing the good and the bad. "We want lo l.alk about wh•re things ha>T gone WTOng. We call these "teachable Moments.' These are sometimes tough stories that are not easily consumed by a.II employees," MacNeil exp1Airu1. " We are on ■ mluio n lo change b,,huvior of the com - pany. Meg uud for us to do this. ti's• vibrant com,enat ion. •

Anolhrr lanl!ible tactic fo r Hl'II big idea was lo Beet glant walh al dlJl'erent com - pany locatioM where employees could write comments expressing the ir support for and commitment to the future of the company. Surprisingly. despite the problems HP had faced. the vast majo rit yof commentsM!repositive. The comment wallsM!re put up in advance o f Whitman"s visits lo HP locations around the world. The walls were so su«essful in c,ogaglng c mplO)'t'CS in convenatioo that some were Id\ up and preRrwd u photo b.tclcdrops.

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The ancient Romans didn"t b,,lieve that an exceptionally gifted pet50n was a genius. They believed that gifted people had u genius within them. Thi.I brillillDce ,..,.. some- thing they harnessed for their use. When you understand the creative process and how to apply ii you. loo. can unloc:k the, p01"Tr of creativity. It's a skill that can be learned and booed O\Tr lime.

Creativity ,bows up in so,vc,ral places In the, Strat egic Communications Matrix - csp«lally in big ideas, messages, 1tr11egie1 a n d tactics. Use, good brainstorming techniques such u priming l o help gencrate fresh ideas. And give yourself pennil• sion tobecre■tiw. Once you have license to ldeatc,, youcan overcome yourfoaraand begin to train yourself lo be curious, lo obsen--e, to a<bpl 3.Dd to experiment by join - ing concepts 1.ogether in new ways.

Big ideas are useful in tying a campaign t ogether. Use brainstorming and other creativity =ises t o come up with a visual representation of your big Idea. Then try to encapsulate the idea into a succinct ologan or hashtag that will appeal acrou mnny target publics.

CllA.n&•6 Crrath-ityo.ndbipidn,., m

Bring abl• to evaluate the quality and power or new ideas may be just as critical u thr ablllty to gene.rate, lhl'm. u.., the Htinrkl'D Creativ,, Ladda to measure your idras. And don't give up until you have something that truly captures attention and meets the objectives of your campaign.

L Bnain1torm dilfen,nt tbrmes and actlvitkoS you rould have fo r a local rompa· ny's summer employee party. Write at least four questloru that you'd llke to brairutorm and post them about the room. H1tnd out pads o r sticky notes and ask participants to share at least fiw ideas per question.

~ D evelop :a big ide:i for the employee~. Write the s'tr.ltegy, then :add :a visual

representation of the big idea. Finally. try your hand at writing a slogan or hash tag for the activity.

3. Take • wetlk and practice good ohllel"Y'Jtlon JkOl1. Tllke picturu of 11nd jot down some notes about at lrut three, creative visuals, messagc,s. slopns or tactic• you..,., each day. Crt!at.e a bt.oSt publlc relations ideu hubi.g (#bc1t• prideas) and short! your lindingJ through Twitter or l nstagnm.

~n1nt-ion t.n ~h~l1rrn~--= h:ic;:t How l'lU)' the answer appean when we giv,, ourselws permission to breach the per• cei\~ boundaries.

Q4 CKA..ff&■ 6 Orvtfflty and hl11 idta,

References and • Jiri itinn J r~ ti i!'ufc Androicb. A. (2013. December 9). WesUet gn..s sbocked lraYClers gifts in real-time.

Alarlirti11g MagaziM. Rctrie\'Cd from http:/fwww. marltetlnpnag.ea/ nc,ws/ markcl· er•,-,,/ •'ff1id•gives-modted -1r11vl'llen•gifu•in•real- time-96106

Anonyn1ow. (2014, February 13). We•Ucl'• IOClal Christ mu campaign: •Nolhlng,hon o( u1ounding.- ~Truve/. Retri"""d from hllJ>"J twww.ey,,ronrov,,1.,-om/ lOCb.1- me- db·and•mukcting,lwestjet'•· •oclal•clu-lJtmas-campalgn•'nothlng••hon• .. tounding'

Anonyn,ow. (2014, February 22). We11Jet'1 Chrlstmu m iracle - S1at111lcs from aodal

mrdb. WordPrns. Rdrie,~ from http://,.-rstjetcase.wordpttss.romfauthorjrmitb- anol.utt/

Beer . .1. (20.16, .Jwu- 27). H ow- V3lues :and pll1'))C>:R made REl'ts 1tOptOutside ~ big winne.r ::tt

Cano<s. Fw.t Company. Retrieved from htlpl:// ..,...-w.fastcompany.rom/30613J.2/bow- ,,.lucs-and•purpoR-made•rei1-optoutsidc--a•biJ-winncr-at•eann,.

Bleodlec. (2014). ·wru II Blendr Retrieved from hltJ>"✓/....,...)'OUtube.rom/u.er/Blendtec Bookcr. C. (2010). Tit, Smlffl Bo•ic l'/ou: WIiy w, Ttll Slorin. London: Conilnuum. BridgN. C. (2016). In YourO-.atiw, £kmcnt: Tit, Formula for Crrati"'1 Su«ru in &ni,-

1.ondon: Kopn P,.ge. C.otmull. E. & Walloa,, A. (2014). CreatMty. Inc.: 0..rcoming IM Un1ttt1 Foro,1 that Stand

in IM \ Vayof'I'rw l nspirolion. New Yori<: Random Howr. CBS "This Morning.- (2015.Oct.27). Buddng 81-,k f)iday: REI CEO o n dosing 11on,s o n

big shopping day. Bet:rirvcd from https:// www.)'OUlube.,:omfwatch?v=QIVZdnuNiJY Coffee. P. (2016. June 28). How one brave idea dro\~ RE l's award-winning #OptOutslcle

eampaign.AdlVttlc. Retrieved from h ttps:/jwww....tweek.rom/brand •DW'krting/ bow-one· bn=idea-drove-rels-award-winning,op1ou11icle-campalgn-l 72'1:J'J/

FirumciaJSc,rviaesTe,am (2013-Nov. 12) Amex'1 "MomberSintt· log:,cygocs aocial R<t~fromhttp:/ fwww.bu1lneu2':ommunlty=m/ soc:lal·buslneu/ amexs•mc,m• ben.inC"C,-lepcy•..,..•10Clal•0679822#19B ......

Irwin. T. (2013.Nov. 26). Amcrioan Exprou cdebr.11es · Member s1....,,- Ma~tlfl/1 Daily. Rel~ from h11p:/ jwww.mrdlapo1L«>m/publlallorufanlcle/2l406S/amrrlean• expreu-ttlcbra1rt•mcmber-1ln«.htm1

Kuchinsku. S. (2013. December 13). ln.cide WestJet'• Christmas marlr.eting minclr. CJidtz. Retri<\'NI from hnp:/ fwww.clicla.rom/ cliclct/MWS/23191M/ sto-.-y-behind•wes1- jets-c:bristmas-m:uketing- miracle

Lamp,land Comm. (2015. Ocl 27). Why #OptOutsick 11 the best markellngor201s. Medium. Relri....-.1 from h1tp1://medium.rom/ ope-outsidrf-ily-optoutsid~u- the- best-marketlng•or-201s.ra8-4e98abl24

Mkhalko, M . (2001). Crucking 0-.uliYity: TIit' S«n-11 ofCrraliw C.,n/u1. Berkeley. CA: T,n Speed Pren

Mudd.J. ( n.d.) Whal mad, Wc1Uct'•-Chrutmu mlndc- PR 11Unt •ogrcot. Axfa Public RdatkmL Betri....-d from http://www.axi3pr.a,m/blog/thq>ublic:relationsblog/ """"'-•-rst]ds-duistmu-mlrucle-pr•sluDl •greal

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CHA.naa 6 Crrativltyanc/1"1,i«- UI

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~rg,,st. C. (2014, May 8). Matt from EMS 2014: WestJet's ChriJtmas muaclr.,igtn· cyEA.. Rctri"""'1 from httP'/ fwww,agencycuom/ ncws/blog/more•from-<,ms-2014- westjets•cluislmas•miracle/

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en/about/

KEY PUBLICS

"An audience is not a demographic. Demographics are the boundaries, psychographicsfi ll in the boundaries."

- LINDA RADLSY Dl a &CT O a OP MAa&.&TUCCI AT 118T■OellT · · ·••T.&,LI

LEARNINC. IMPERATIVES

• To IH m how ID t fftctlwly •~tct lt.y publics b• R<I on IHH fth iMithU.

• To ltom how to UM! rtsurth to profilt .,,d .,,.1yz, public.• to dl50Jlle' motivating self-inter,sts •nd opinion leaders.

• To use rtsOrth t o discovor m, btst chann~s to ~ildl u ch public so m•n• s • rt rtctiwd and ~ It in dosiM bthavio<s

121 CN.AnD 7 Ju,y publ(c•

~ l v, ~ ~~lfO<lpof people whose support •nd coopo.-.tion is essenti•I to the lon!rll!ml survival of an OtJanlZOtion or the short· ll!m1 accomplis-nt of sp«iflc objKtlvu

n ch11pter in..,, ,n- dis<-wsed wtting thr obj«tiws to be accomplished to meet thr clwll'OI!" or lhr core problem. Having door so.,..., CUI ldl'ntlfy lhr 11.e), ptlblka

wh.- cooperation will be euential to the su<ttU or our big idea and achieving our objectives.. In the next chapter, we will dl.cuu designing and delivering the mes- sages that will motivate those publics to act. or to allow the o rganization to acL

Public versus ;audience We use Lhe term "public" to describe a multidhnrnslonal active and lntenc:tive group or indivlduaLr with a few common characto,riltks that allow us to group them

for the purpoR ofbulldlng relationships through com• munlcal Ion and cooperation. I n e1scnce. we atuc,otype baaed on key factors that help us underatand, effec- llwly ~-ommunicalr witband mo tivate a public.

In public relations. "--e t.e:nd t.o ~void referring t.o tar- get groups as audll'Occs. Audiences are ofll'O dc,linrd as spcclat.ors or listeners at an rvent and arc therefore more passive th.an a public. Publics are groups we want to engage with through dynamic two-way symmrtrical communication. Thinking about publics as groups to have ■ convt'rsation with - • certain give and t,ak., - will hrlp you idc,ntify those you nerd to work with to attompllsh your objt,ctlves and goal.

Objective -focused For 10me communicators, it has become habit to sdect key publics before settlng objecti,..,s. A,; a result. objectives are determined by who you want to reach rather than what you ored lo accomplish. Ewry org;t-

nization should hn'e idrnll6ed publics who are key to its long- term success. And the organization should systematically work to build relationships with those pub- llc1. But when a problem or challenge rmcrges. assuming thll same set or publics is all that'• required lo 10lvc It is n prc■cription for failure, You may be 1ucceuful al reaching the orpoiulion'1 existing key publics, but you risk miulng olhrr publics who are uy to l<!iziog the opportunity al hand.

Think about i t: if there is a problem. then either your comm unication Is liailing oryou\'t' missed 10me key publics. Either way, Lhr problem won't be rorrrcted until )'DU\'e analyud it and set objectives to O\'ercomr iL Only when )'DU know what you need lo do can you idl'Otify who you need 10 motivate l o help you do IL

Don't waste tirnr and money informing and motivating publics that won't nec- essarily help you accomplish your goal First identify the outcomes (objectives) you nl-ed to accomplish and then select those publics that you need to reach and moti• vnte lo acbie\'e those outcomes.. Your strategies for a public then identify the specific tuks (tactics) )"OU m ust accomplllh with that publlc to achirvc your objectives.

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SfflAIEGIC &9MmlNJCATIDN8 MATRIX L BIG IDEA, KIY PUalCS. MESSAGES, STllATEtlES AND TACTICS

Key publics include• description of each group Out mwrt be reached to achle,,:, the goal and objectives. Identify,

• Ob_jectM,s llC'COttlplisbed by key publics • Dcmographia and p•ychographia • Relationship with orpniuti,on or issue • Oplnlon leaden • Mo tl\-atingalf-int .. ratJo • \riablecommuniatiClndwmels

Plan specific messag..., stnategies and tactics for one public before moving lo the ll<'xt public.

f\,pt,prn1; n in <1 k'1u n1 l h liri.: By this lime in your study and practice of martcelingcommunicalion1 and public rul•· tiom. you mould be well aw11re that the_re is no •general public.· Targeting • genual public, is w,c,leu bttawre people won't pay attention to• nw,s .. gc, that isn't tailored l o their selr-in1ere1t1 and recrived through a chaM,cl they u1e. Yet u communic•· Ion, ourw,c, of so-called mass m edia sec,ms to perpetuate our tendency to generalize publks. In fart , communlcuton wUI oflen segmrnl publics and the n devlll4' a •Ingle nw,ssagc, to reach all of the.Ir segmented publia through the mass media. The seg• =talion was a waste o f time and resourees. and the meuage sent even more of• waste. Rem.ember Out just because a medium is designated mass does n ot mean that the publics consuming the lnfotmation provided therein 11re mass.

Think for a m.oment about how you get your news. Do )''OU read every story in your news feed? How about every word in the stones you choose? Probably not When you read a news story you choose what you read based on headlines and pie• lures. Then you continue to readastoryCllll}'as long:asit is of personal interest The AltM! peruptual behavior u ppllcs to new social mcclla toctlc1 like web1ilct, biogs, lnstagram and e mail. You look al a photo, hudline o r .ubject line. If that draws you In by appealing t o your sel!•interestl. you continue to read. But the minute ii loses its appeal to you personally. you d e lc,t., ii or mov,, o n. No mattr.r the c han nd or tac- tic. people c hOOS<! to perceive our message.. only wh.en ,.,, design them specifically to nppeal to tht,ir lnlort!Stl. It 11 clcar that for a meaagc to be, selcctod, perceived and retained by our publics from any kind of modium. i i mwrt be carefully and spe- cifically brgl!ted to a segmented public includrd within the vitewrrshlp, readc.rshlp, followenhip or listenenhip o r that medium. If its appeal is general. no public will mnsi<ler it for perception and retention. It may get sent, but if it doesn't obviously address the self•intcer csts of specific target publics. it "ill be ignored.

1)1 CII.A.n&■ 7 1{,y pubJ(ca

TIPS FROM THE PROS _ •

8reakln1 throu1h in 828 PR

........... ,.., ............ " ... IWty ...... atc...c.t .. ,._ .... ,,......

............. ..,._,. _ _...,_....,.....,1_llllyAl I III le I I -·•111 .......

...................... ,.cei,,.,t I ..... .,...., .. u.. ............... I IF 111 -•CIZlll'II. ---M-,.t. If t here Is OM bes! p,xtlte tNt I ways relnfon:e with t ntry-'-1 profwsslONIS looklne to build 1 c_, In 112B publk 19lltlons, It' s to b«ome an n pert In 11,. subfoct 1Nn11. That' s not to s ao, you specla llto out ol the 1• te. but IO!he• put In the time. - • ncl effo<1 to know Vo"' tlients· bu-- beffe• th• n t hey do. Shon brelldnt lndigjJy news bubbll"I up In social~ ind bri"I thom ldus blSld on ltilardl you'w dont .

._ ,-.. • F I d•• 1. One otthe mt steps in bulldifflj out • t11111pai!ff Is inlemarllMI the key publics. Wlm wor1ts for • 1-•11 consunwr publk won' t -11 for t ltctrical tntlM11rs, manufac:t.-s o, 1nyothtr B28 customtf. And it's not just what you •~ . but how you ~ it and the cha mois you use to comrnunicat .. For uample , many 828 brands I N Just tntlnt tht waters In «<ill nwdll. soi.fore IIMlrtlnt heavily. do your mHrch to dttwrmlne If your custDman •• -" usln1 sod1I nwdl1. In ldditlon, PA Is no lonpr • or'll-1idy strNt. so you must btcomt comfort• able com""'nlC1tln1 wtth ""'ltlpl« audiences and staqholc.r 1roups to drive your tM.nts' mu51ps.

U F I •._,.,,., When worltlftl on belalf oh 828 company. it's lmpentM that you undfflt• nd not only the company and Its customers but alto the broad teosysttm of players afftCtlnt the company's buslntu. As an u- 1,nple. If you're repruentlne I wireless inmistructure company, the 11~ ~ tneomp~ sts dtvke/hardware manufacbftrs. Yrviet providtrs, soflwlft and appliCltion pnwldtrs. content~ Y!fflkonductor rNnufactur- ers ind Sffllices/billint providers. All of those mlKI be ilcldressed In VG,. communialion.

"'--'fr,.. fd,. ••-, "'fl L One of the nlet thl111s about 828 Is that !ht unlwrst of influencers Is welt dmnod. Tim Slid, the 1fOWt1, of social media has tun-..! a, lot of enthusiasts into influenetrs. Some top-lint rwstarch will http you quickly dttwrmlne tht lnflutnctrs In • lf,len Industry. Rudi out t o re., lnflutncers, 1.i to "'-them i nd provide them with lnsitf,t Ind lnfannltion thlt helps them do their jobs ~rwhllt slm!AoMOUs- ly bulldlfll relationships.

•....,_-,IOI. This is llways the million-dolllr question In every PR PfOl'M' - how do Wit mus,.. success? The lcay Is tstabHslUftl cltlf objtdl- upfront to YI a bH.tinl you Un ffll- 11•1111,.11, lnblVlls. The mOfl sptdfic your obftctlw$, the usltr it wil be to both musufl! • P!Otram's suttfll and. if -.ssary, adjust your strabn·

Segmenting publics There are lots o f way, to segment publics. 1ne way you choose lo segment publics for a partirular campaign depends o n lhc, iuur and your purpose. Ir you are address- Ing t.he quality or education in lhe community. public segmentation would includ,, parent-. teachers. admini.ct l'llt o,. and fut ure cmplO)'l!rL If the iuuc I• z oning f'C1Ula· lions within 1h11 very same community. your segmentation would re-alegoriz.c lhe

C IIAPTU 7 l{,ypubJia 111

community memben u nonpn>perty ownen, residen• tJa1 pn>perty ownen, rommttdal pn,p,,rty awnen or business people, and civic and g~ment leaden. In both campaign,,. they are the very same people, but bow )'OU group people together and descnl>e them for the pUJpOSe oC reaching and.motiv.ating them is based upon thc,issue at hand and the self.interests lied to that issue.

. ., . "' -- · ' ·,' ,. ~~"-'

In the baclcground step of the research section. you access stakeholder research 10 undentand audience segments using both dcmogn,phic and psychognp hic data. The primary and secondary data gathen.-d on publics Includes their opinions. a ttitud.,., values. beliefs and lifestyles. The stakeholder research tells

~ - I jff --:~ : . ~·\!.-: C' _.. . . ~

you their media habits and tbe best channl!ls l o use in communic:at ing with them. Your nesearch des.cribes their cun"'e·nt relationship• with the is.sue and o rp.niution as ,."1) u ideotilles self-Interests and opinion leaders. Bec.-awe you have gathered and studied that research. you ha,.., • deeper understanding of t he potential pub- lics needed to meet your cw:rent challenge. Now. review your objectn-es and deter- mine ,.-blcb public segmenlJI are essential in helping )'OU achie,-.e those objectives. Remember that more than one public may need to be reached to accomp lish each objKtive and that a key public may hc!lp you acbiew mor e than o ne, objc,ctiw.

Bear in mind that there may br sewral different rombinalions oC key publics that c:an help you accomplish the objectives, A,, described in Flgun, 7. L your tuk is to dlsmvcr the combination that: lint, does the brat job of combining t o aolw the problem: second. is most logia.I in t erms o f ongoing organi:citlonal efforts to build relationsh ips: and third. provlcl4's the most benefit fo r the lowest cost In terms of resources (lime, money and effort).

Fl1ure 7.1 Priorities in selectint the best combination of key publics

, . Whkh publics WO<lc lnt t~htr .. m pnxluct the bHt owrall solution?

2. Which publics make the ..-1 stnw lo, lont•term 011a nlutlonal •~atlonshlps?

1. Whkh comblnJJtion of publics wil 111 the desJred ~ult for the leMt amount of •dditlonal time. money a nd other rtsouKH?

Consider, for example. a presidential election campaign. Political campaigns are probably one of the best examples of using thorough research to guidedeclsion-mak- ing. The res<!an:b consultant to II presidential candidate h:as a«ess to thousands of pieces of information from a variety of research techniques includin~ al a minimum, focus gn>ups. panel studi"" and opinion polu.. The consultant hu divided the roting population into doltC!ns oC dilrerent Rgml'nlJI and bu an in-depth. resean:b-b:ased p.rollle of each. The research prolllC$ th<! attitudes, bchmo n and ,,,ting prefer- ences o f c:very demographically segmented public by age, incofflt', educ:atio n. gen- der. religion. geography. job and any other descriptor you c:an imagine. Further. the

1JJ CKAnu 7 Key pub/la

MAIR[K Af Pllffi Selecting key publlts AlllON·s Stall Dlpanm,nt of Holth l\u miflld lh;at bubonk plap has bN<I dl~,td in ms In Mal a,eas of the mtt. with one confirmed human OIL A1stardl ~ that wh ile 60 percent of Arizonans kn- placu• Is c-ani.d by flus. only 40 pe,unt ate aware that rodents In Arirona may be lnf«ted. Only 40 pt!tttnt could Identify symptoms of plarue. alth°""' 45 p1rc111t could ldffltlfy p..wntive behavlo" . Only 35 perunt iclontifltd 1ntlblotk< n tho cu,.. WithOUt trutment. Ille bubonic ptav,,e kills about two out of t hree Infected humans witllin four days. Because symp• toms mim ic the flu , ,,.11mont Is often 1111,v.d.

lk,bonic pla1ue is aener>lly bel-.i to be 1he QUH of the Black Death Chat -pt th"""" Eu,ope In the ••th centu,y and l<llled an estimated 2S mldlon ~ Today. the ptaguo, omm mosdy In rural areas. so rural ,.sldrnts a,. at risk. Outdoor ll!Oeationalists a,. at ri~ as are farmers. "'nchers. pets and pet,,__ Those most commonly att.dftl an, mer •1es 20 to 45.

ICEYPUBUts 1. Ollltllloe. ,__tlcr,•lnts. This public lndudn .all lllcrst who putld pat1 In outdoor r@Cflltlon In Arirona 's rural

... , . Tholr activltiH lndudt hunli"l, llshint, hildnt. umpln1, bikl"I, boatine, rock climblnt. ATV rldln1 or any othel type of outdoor recteatlon. Whllt they,.,,._ In ap from chlldrtn to seniors. those most commonly •t rislt .,. mldllit- lO upper•clHS men att• 20 to 45. Mo<t In this 1roup ttnd 10 fNt lnwlnenlM to risk. They ... typi· cally lnfonned about pl•!IU• and p,wwnt lon but m.-. be urrawa,e of the current outlltta.

~ Enjoyin1 nature. outdoor fun. hNlth and s.it.ty. ~ leMln: PN,s. family, outdoof activity bloflers, personal mediul pn,!Hsionals. a.....-: Recrea tional .,.nues. rwc!Nlion ,ma.rs. blll!IS and social media. pilticuwty sitn t.aturin1 opinion leado,s with news. information and lips on outxtoo, rl!Crl!ation and venues. Ta~ able television P""l"'mmln,.

2.....,,...._._ This public Includes rHidffltsof small lOMIS aswell as mmes andrandlers. Theyaretyplc-ally mlddl1•d ass lndlvlduals and hmlllos whose roou ID back fo r 11neratlons In c1-•n1t communltlts throu1hout Nral Arizollll. Th'Y livt In the m idst of tlw rtt,.ltlon w nu.s that d,,_ onthuslasts lrom all tho Wtsllm state .. Ttwy participate In rtcreatlon actlvltiH as well as p10Yldt Sffllltts to .tslton who como fo, that purpost. l h'Y would know about tho pl .. uo outbruk. pnwntiw bohalllo11, symptoms and tru1mont. T!wy are opinion ludo11 and information soun:es for outdoor tKn!,11.ionallsts.

wt-~ Health ands~ and wstainlft1 lit.styto and community while ffliovinl t he outdoors. 0,,.,.,, -.s: PM<s, ~mlly, mpKUd lool jWbllc SMVanll lUCh u Jlmiffs. a.....-: Loni community medla. lllOld-«·mouth and opinion leaders.

l.,..-. a.cause platut Is carried by fleas and fl H s a,. anracted to animals. pet ownen a re Important to p.-ntint tN! spread of distase. A sijnificant portion of the population own a t loMt one jWl, many two or

mo ... typlc,lly CIU 01 d011, CMmOJ"phia of this public a11 dlwrst. tncornpaulftl all l!lff and Income "'"II'• Many -rs ar■ •ltilant In tho c.,. of their animals involvln11roominw and vlt""'1ary profusionals. but just as many do not Invest In such seMteS. Newf1helns. all Pit owners pun:hase pet food a nd ,upplles , They would

CIIA."&R 7 J(qpublia W

haw llnlt awaranHs of pl11.,. 1n Arizona °' tht rtunt outbrtak .,,d poulbtv llmlttd knowftdtt of symptom<, IIHtment or p,wtntion,

~ Their hn lth I nd the helllh of thtit 1nlmlls. o,,;,,;an lmftn: Neighbors. family, friends. co-workers and pet care pn,,nde,s. 0-nels: Mus media. social mtdl1. opinion ludtrs. Also pd•rwqttcl rwt.allln .and Hrvict providers .

._,.._,,_.,.,..,_., This public Includes 111 medinl prot..,ion1ls wh.iht< In priVlllt pr.actlcts, dlnla, lnm- cares or hosplUls. These arw upper middle-class to upper•d• ss. well•tducattd lncllvldua ls. Thty ,,. opinion ludtrs to othtr publks. They would be tam Illar with pla9ue roullnt!y occurrint In rural arus but unaw.ara of tht rtctnt outbreak.

s.lf-i~ Welbre of p~Uents and their profoe-ssion~I repuhtions:. 11),i,,ion ,_den: Effl!lloye:s. patitnts. sttll! .and county hulth officials. 0-IN/s: Statt .and county hulth dtpat1mtnts. employers ~d loal m.ass mtdi.a news.

consultant has included in I.he profiles their Ufostylc8- consumer preferenre1, ruabit1 and other p1ychographic and value-bllsed characteristics.

With all thOlle 1cgmcnls, thue an, llterallyhundred1 of combinations of publiCJ that could attomplish the tuk of election or the candidate for prt11dent. A 1trat- egist might. for CXlll1lple. choose a combination that includes, among others, 24- to 32-)'<'ar-olds. Catholka, blue-ailiar workers and Northeastern ,'Oters. The job of I.he strategist in a politic:al campaign is to select, from the dozens of profiled segments. ti~ com bi notion of ~!er publics that will best assure victory in the elec- tion (priority o ne ln Pigurt 7.1) . In selecting publics to bring victory, the llralegut lhould alio consider tho1e publics who1e cooperation will be most crucial l o t he long- tum 1ucre11 of I.hr newly elttted pn,1idcnl (pri• o rity two). Finally. the strategist should consider t he combinatio n of publics 1h11 will bring I.he moat bt>neftl (or I.he least cost (priority thrte).

Too often in the pasl. bUJineu has operoted with tho! thin! priority as the fim considentiolL Leading our decisions with only cost eonsiderations has laaded UJ in the current cruiJ of trust among lhOIC! publics who are most essential to SUJ'\>ival of organizations in our society. The key publics sel«trd to mccl any clwkngc "'"' fat-e should be tboR best eombi11t.-d to facili tate proper resolution and long•lenn suct-'CSI. lf coll con•idcratio1u become• eonam. they should be 1'' ont:hor ~ Coaptr lhakn ha1vlA tt•llh OtMW c;,;.,_ Ill tJt,t

39rh Annwol llqdttttt £mf10' A Wlfl'dt In ~ lhlla,

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1M CHA."lta 7 Kly puhlfc,

MINICH£

addn,ssec! in more cn,ative use or rcsourct'S rather than jeopardizing the long-term health orthr orpnlutlon.

Intervening publics An ioten-ening public is one that c.anies our message tn the publics we ultimately need to rrach and influence. Mcdb and opinion leaden are Intervening publics that are often used in communication and persuasion. Teachers or PTA volunteers in school are sometimes good channrl1 to get a message to a parentul public. Health carr workrn are good inlrrvrning public:J on hralth issues. lntrrvening pub.lies are not typically designated u key publics unlc,u )''OU nc,ed to penuade them to lu!lp you. IJ you nrcd to dewlop or 1trcngtben ■ rd■tlonshlp with Rn inh,rvenlng public to ensure its cooperation, you might duignate it as a key public. For example. if you\c.., had a problem with media being host ilr, unrespocuiw or inat-curate, )'OU may need l:o identify the m u a key public und deYelop s trategies and tactics lh;it will improve your relatiolllhlp with thrm. Otherwisr, media are typically an intervening publk or channel...., often use to reach our key publics.

Pl,11n Heh public sepu,11tely A kry public will usually be helpful in accomplishing more than one of )'Our objecti,u. Stratt,gies for those publics abould be planned with a c:ompkte view or all you nc,rd to accomplish ,.;th thrm. Olhrrwlse stratt,girs for separate objcc:tiws will be lsolatrd fromrac,b othrr and may not tic to your big ldra. Thry mayal11<> result in tacta that don't intrgratr well into the owrall campaign plan. and in some curs even conllkt with rach othrr. Srparatlng publlca and ltrategie.l by sped&, outcomes o r obj«U,,.. tends to fragment your efforts and l01e the advantage of OYer!apping reinforcement.

Johnson 6- Johnson I ls Tylenol makln1 you sick? llACKSTORY In Nowmber 2009, lohnson 6 lohnSOft issued a roall of five lots of Tvtend beQuw of <onsum<"r complaints about a mold-Mitt odof "'1d 11poru that It uu<MI nausu. stomach pain, vomltlnt ana diarrhn. As complaints plh!d up, tho CllfflllM'V reluc~ly Ol"!ned a n lrlYf5til;lticn into the piobl<tm. Afttr lnwst11aln1 !ht situation for wveral months. Johnson 6 Johnson discavered that the odor - comlmi from chemically tllllfd wooden pallets used to store and transpon me affKttd mtdicinH.

Upon discowrinl the probable Cilllu oftlw cont3mination. as Wl!lt as pmbll!lns with additional products. t he hu lth urw 1l ant was fort Id to rwull rnorw th.ln S4 milt.Ion owr•the•count er medlclnu. WIIJl<t the ~lnttd products "9ft rffllCIWWd from circulation, fohnsor, & jOlwtSOfl now h<td tht chall•nt• of how to "'lain muktt sharw loll to 11neric compet"'3,s and how to rintcn conlld«nc.e In the company's brands.

KEY FACTS lOO•count T'jlenol caplrts seU In

storos for men th•n s 10. whftns tene,ic brands. suc_h u Equilte. sel for onlyS3. McNait Consumer HHlthcn - • 51111- <idi•ry of Johnson 6 Johnson - WRS re,sponslblt for Iha pioductlon and ..all of lht mtdicinH in quntion. Rtulltd products lndudtd not only Tylenol but 1110 Rolalds. St . J-ph Aspirin . Simply Slee$!. S.n;,ct,yt atld -.r•I Motrln products. The FOA reported •t ••• fl 70 people ...., uhlbll@d guuoln-ln:al prob- lems nsoclat-ed wi1!i the medicines. The Tylenol 1Kal1 1RS0111! oft3 issuod

bv tht compllf1V In• ve•.

How would ,ou u,cutc • m•,.o, ~urt lffJIII? Which Illy"""°" _Id,_., Hliut? JOHNSON r, JOHNSON'S STRAT£C.Y

C IIA."I.R 7 l(qpublia OI

Johnson 6 Johnson WH Matt of cont¥nlnatlon Issues H urty as May 2008. Knowlnt that an lnl/ffllfat lon could pottntlally harm tht comp-·s ,_111lon •nd shrink salts. Johns.on 6 Jot,Mon chose to lay low ind avoid tht isSUt for sweral months. As more at1d more complaints were ..,ictd. the co~ny reluctllntly opened a n in,resti- !f•tlon to app,ase dlsc,untled wstonwrs. ltwu quie1ly initla~ at1d quickly all1ndontd. l1bl!lln11 Iha Illnesses as

"iwlatwd Incidents." In.., attompt to maintain its imare. Johnson 6 Johnson constantly dcMnplav@d tht seriousnl!SS of th• contaminai-

tlon atld failed to prOYlclt ttlMpa,1!111 communici,tlons to its key publia - U kint matt th.In I vear to finally relant ii sb:tfln1mt on the iss:1.11!..

Finally, hopln1 that tilt rec.all -,Id makt the luue 10 away. Johnson 6 Jo~ continued to downplay the Ind· dent -,d ,.leued vtry little inform•tlon to Its customers. In the -•k followi"I the rwull. ap•rt !Tom • pr9SS r.tN ... Johnson 6 Johnson only a dd.cl a couplt ol posts to its blot and dirtrttd cust_, to tl,t McN1II wtbsltt. whk h cont....ct only sant lnform11lon about lhe contarrin11lon 1nd rwc111.

RESULTS A VouGov Brandlndtx surwv thi,t musurtd modill •tttndon named Johnwn 6 John<on's Tytonol on• ol tt>o bit1tst dtd lntrs In po<itiw br.and p,truptlon durlnt 2010. A study of consumer Rtisfllction conductwd by 24{7 Wall St .. ranQd Johnson 6 Johnson llS 1he nth most

llated compa,ny In America dwiRlj 2010. In the th,., quartffs fo!lowint th« rwcalL salts of Johnson 6 Johnson's OW<•th«-counter br1nds in the U. 5 dM!intd 31.1 percent fnom S2J billion to S1.5 billion as conumtd custDmmi" loyally shifmd to tenl!ric and store brands. which cost sl1nifluntly less. Becau,. John1on 6 Johnson tried to hldt its probi.m• 1nd act.cl slowly, cus1omtB lost confldtnu in th« compa,1y ind th1 efficacy ol its ptOducts - rtfuslnt to pa,y tht p,tmlums they o nce command.cl.

1N CKAPTU 7 Kqpub/ia

When drafting your plan. focus on oni, public at a time. Wrilc all or the mes- sagc,s. llrat.,gli,s :u1d t,ictlc,1 for that public beCor,, moving on lo I he nn1 public. Thi.I approach will hc,lpyou maximize lhe whole of their contribution and crcati, syni,rgy among your strategii,s and tactics. Use your lrtiliholder research lo help you make decisions abou1 messages, strategic,• and tactic, that will yii,ld resultJ.

That research will tell you where you stand io tCIJll5 or your current relationship with each public and give you a buellne to kn- what you nel!d to d o and how t o design your messages and strategies. The research will also identify self-ioteresu. whicb are crucial in designing messages that publk:s will pay attention to and act on. Further. the research should identify the opinion leaden that lllllY act as intervening publics to provide a penonnl appeal or cballeng,, to :acL

<;:, 1'11111 'l rv

Onci, obj«tlw.s are set. we can •eli,ct the mo,rt effective combination or publics t o acro.mplWi them. To be holistic in acromplWiing the goal. we need to remember that mo .-. than o ne key public ""'Y be ...,<Kk,d t o n,xh an objectlvo and that a u y public mAY help satisfy multiple objectives. At this point. we may also select inter- vening publics to hrJp us get our messagi,s to the key publics.

To design and send effective' messages for each of our key publics. we rely on stakeholder n,sean,b_ Our selecltion and Incisive analysis of publics is essential to our sucaeu. Unlcu we thoroughly undcl'lland each public. its o,-erriding 1Clr-inler- ests regarding the issue or effort al hand. the opinion leaders who Influence them on the issue, and our 1:urrcnl relationship with c,ach public. we cannot dl!Slgn and clfectively convey m<'ssages that will n,sull io the behavior that accomplishes our objc,ctiva

L Review the Matrix Applied case in this chapter. Suggest at least two different combinations of puhlks Lhat could altemati,-ely be used lo :u:romplish the go,,) and objectives.

2.. SC!l«t a locAJ small business and do a bri<'C analysis or its function and the issua routinely faaod. Then identify the organiz.ation"s key publics, the key publics' self-interests and opinion leadcra. and the o rpnlutlon's cum,nl relationship with each key public.

S. Condun aorn.- f ocu• group• In dlxov,,r the l'ormal and informal o pinion lcad<en oh couple o f segmented publics on 11n issueoCyour choo1ing.

4. Identify a nonprofit organi.zation and analyze the messages ii sends lodiffen,nt pubUa Do those messages show rvidence oC a thorough understanding of c,ach puhlici 1CIC•interests. opinion leaden and pn,fcrftd communication channeb?

References and , n,-litinn~l rn, ,~ind~

Anoaymous. (20U. NO\"ember 1) Subway tops Bt2Ddlndex bun chart 2010.Bu,inns and

1-dmhip. Rd~ Crom http://wWW.busincuandlc-"'rship.<0m/m.irketlng/ tt""1J'27704-subway-tops-br.uidindex-buzz

AnoD)1nous. (n.d.). The, 10 m0<t hated <0ml"'J1ies lnAmula. 24/7 Wall St Retrieved from http-J ,'www.rianldngthebranch.<0mfl'h<,• Br.uid• Ranldnp..aspx?nnkingJ D• l02&· ycar-2.56

Bcllle, L (2010. Janllal)' 15). With Tylenol recall 2010. a rorporate iron 1tumble1. 71,. Cltristlan Sdm« Monitor. Rctri~ from bttp://wWW,.cononilor.com,IBlllincss/ nc,w- «onomy/201(VOU5,tWilh•Tylcnol•rccall•2010•aro.rpo,-11c• ioon .. tumble,/ (J)ogo)/3

Broom. G. M. & SIio, B. (2013). Cutlip and Cmtui £Jfttli~ Public Rtfurion, (11th ed.). UppuSaddle RI,..,,. NJ: Pc.anon Educallon.

CBS~ .. (2010. October 18). Tylenol recalled ror moldy smell CBS Nrwr. Retrieved from http-J fwww.cbsnews.rom/ ncws;tylenol-rcalled-fo, . moWy.mw,U/

Edward.. .1 (2010, Oc1obn 10) . Magic numl,.,r, lyknol .....-.11 cwt Jl,J S66SM In 1""1.,.le•.

Money Watdl. Rctric.~ from http:/ ,i,.ww.-.comfnew1/ magic--numbcr,tyle• ool-rttall-cwt-ii•665m- in-lost-uJes/

Johnson and Johnson. (2010, Jonuary 18). Rctri.-l from http:/jwww.blogjnj.rom/?s• rccall Kingllogtts. L (20t0,Aprill). Wood palleuciteducouc for McN4'U01 Tyl4'nol rttall

Modwn M aterials Handling. Retrieved Crom btt-p:/Jwww.mmb.romjortlclc/ "'"OOC4"'l• lrts..dte<l_as_caweJor..mcneilL.tylenol..rttall/

Sewsom. 0.. Turk. .1 V. & Kn,dc.-bcrg. ll (2012). 1"i1 & PR: 7'llt &afitin of Public Rcla• tiolU (11th ed.). lndependcnc,,, KY: Conpl" Loaming.

Scaman. M. (2010. J.onuary 16). Tylenol recall: Johnson and Johnson luucs ma11I"" recall

H"1/inflton l'lllt. Rolrievod Crom hll p,/ /www.b1d!ln~onposl,eom/2010/01/ lb/l}'lc- nol- rccall•Johnson-jcut..42575'1.html

St em and Company. (2007). 1'11'1"tlng lcc,y publics and mruagr clellnltlon. Retrieved from astemgbntt.roffl/1temro-es,oays•2/targcting,1<ey,puhllc--and•message-definltion

Turley. J. (2010. Janllal)' 15). Moldrin: J ohnson and J ohnson n,alls O\'l"r- tb.--rountcr drugs °'"" pom1>1r contamination. Retrie\-ed Crom http://.ionatbonrurley.org/201(VOI/IS/ moldrln-johnson-and-joluuon.•rttalls~counkr-drugs-D¥ff•possibl•-rontam- inati011,1

US Food and Drug Administration. (2010). am-;,,.-ed Crom http-J /www.ldagov/ down-

loads/ AhoutFDA/C•nlmOfflcct/ORA/ORAElecuonkRoadlngRoomjUCMl97539.pdC WUcm. ll L. Cameron. G. T. & Rober. B. H. (2014). Public &latian,; Strat,gin and Tactic,

(11th ed.). Uppt'r Saddle River, NJ: Peanon Educatlo:n.

CllA.PTtta 7 "9 publia U1

CHAPTER:: . . . . . .. MESSAGES, SJR~l~G.IES AND.JACTICS

. . . . . . . / /

........ ·~. . ./ . . . ... . -. . . "Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat."

-SU N TZ U

ca1N ■I■ IUL ITAa Y ....... L. IY RAT&GIIT Altll ... ,L.ao .. •■ a

LEAR NI NC. IMPERATlvtS

• To be able to apply resnrch insljhts to the desijn of

IMS"'P'- stratqios •nd U<tlcs.

• To be•~ to dHltn ,tt.ctive mesups for each klP( public lh• t intOfJIOr•t• ll!lrant self-lntell!sts.

• To be •hie to dHltn strattjles that ll!Kh • public .,;th • "'""fl to motlY•tt I dulrtd blh1\llor.

• To undefnand how t.o .. 1tc1 the best chanMls to Hliwr me5Qfl!S to koy publics.

• To be able to desi¥o creatiw t actia deliverm th1DU1h specific ch,mt!s.

• To undofsund how to use strllfiV b~ to clrnlop effff:tiw tactics.

11!1

14e CIIAPT&■ 8 Mrua,gr.•, d ,vtrgin and lortia

g-z Jl'II,..,...,, 11EHJlo-ct'1 Sound-~ sumnents th1t tn<ompns whit you nttd thO! public to do and an appul to thO! public's sell• Interest t o act.

ow that )'OU know what you need to do to nesol"" )'Our problem nnd who you nL..,.j to n,xh to attamplilh that, you an, neady lo dttign :and drli""r the mes-

.,_ges to mo lMlte your key publics to do what you w:ant them to do. Remember that meuages are publk-speclflc_ You cannot succ,ess£ully Incorporate n public's self-ln- terest into ■ message genenaliz.ed to all publics. Each public will need a different ap, peal based on its particular self-interests.

It Is esll<'n llal that mruaglll and their ddlvuy be ba..-d on the ln1ighll you ha"' gained from ttSeatth. Applying your research o n key publica, including spedfica about their drmogr,,phia, psychographica. adf-interells llJ>d the way they rettiv,, messages. will =Ice it more likely that )'<>Ur menages will I><, received and aded upon_

Scasonrd communkalor Ann Wylie of Wylie Communications suggests six keys to making messages more meaningful.

Start witlt y,Mr fllHII£ "Stop thinking like a news bureau: your job is to change behavior, not report news."

Sb,q,IU,, ~ "It doesn't matter how gn,at )'Our mcssuge points are if nobody can undentand [or remrmber] them.· Kttp them short and simple.

Moir£- wncre,llble. If the publicdoem·t bdlc.-vc your messages. they won't act on them. Suhstanliatc, mcosu~ with factual evidence.

Fecu - tJw """'-· People care about themselves.. not about your o rpni• ution. Segment your audience, think Ukc your audience and focus m.,.._ge points o n your audience.

Ld. tlw m Nr awes 4rlw your contnd.. If a tactic - a news story, photo or"""" a caption - doesn't help communicate one of your key messages. don't use il

B,q,eat n , 1 •"' Research shows a message n,peated or reinforced -.. times o,.-.,, 30 days yields 90 perct!nl rell!lllion. Relc.-v:ancc is equaUy import· anl Uinformation is personally relevant to the audience.fewer exposures are n~cd to make an impression.

In the Stntcgk Communications Matrix. messages are written in lwo parts: pri• m11ry and IIC!COndary. Primary mcuagcs are the leading dri""'11 in the campaign. and secondary messages are mo.re specific details I.hat fill out the primary messages llJ>d mllkr them believable.

Primary mesn1es Pdaary .-ges are the main categories of infocmation for each public_ They oflen resemble sound bites that might be given during II mediA in terview. The p ri• mary messages encompass what you want the public to underst:and, believe or do. They also include a short 1elf•inlere11 appeal (ttt the M11tris Applied in this chap, ter). In short.primary messages make 11clnim about wha1'1 init for your target public If they do what )'OU WMI them lo do. A campaign to reduce o~lty among children. for example. wiU ~ 11 number of p rimary messages. Fo r parents of children l2 and under. a primary message in this campaign might be, "Healthy adults come from

CllAnU • Jlcrutqta. lltvt,vkt attd t ar:l.ia M1

beallhyki<b - ensun, yourclrild'• l'uturrwitbahealthy diet today." You want p""'nts to taler a morr proa,:tlv,, role in looking after the nutrition ortheir children. and parents want their clilldreo to gr-ow into healthy, suc- ttuful adults.

As you begin developing pritruuy messages for each key publie, remember that all messages should, a t lcn1t loosely, support the big idea stratrgy or theme of t he ampalgn. The number of primary mcuagcs for a kt,y public will depend upon the brradth and donation of the campaign. This l1 best determined by the objec- tiYN (musurable ou1rom e1) )'OU have set. If you need a particular public's help and support for only one outcome. you mny need only one primary message. Several diJferent outcomes or desired actions m:ty require more primary mess:igee.. Typically. a by public will have two to four primary messages.

Second;ary mesnges s«oedar)'---..,. contain the m eaL o r mdencc, that validate the elaims made in the primary mesugea. Then, arr usually far more arcondary m.,...g,,. than pri- mary mcssagea. The secondar y m essages contain all the facts, 1tatirtic,a. case 1tudie1, anl-cdotes, testlmoniau and other details that support the primary messages. In the abcM! campaign lo combat obesity in chlldn,n. secondary messages to support the primM)' message lo parents with young children might be:

• Obesity amongcbildren has increased 23 percent during the last decade. Most eating and exrn:ise habits among adults form before the teenage ~an.

• Th<' FDA recenlly updalC'd its nutrition n.'<Dmmendatiom for children unde r theoge o U3. NIMty p<'tcenl of obese children hav,, ..,If.et teem illues.

RLmember that st rong motlvatlonal roeuages alway, tsp into a publle's ..,If- interests. Never forgel that people don't do what you want them to just becau-., you ask them to do it. They must first become Informed and then motivned. Richard Wuthlin. a world-renowned marut researcher and founder ofWuthlin Wo rldwide. amised communicators to • perswde through reason and motivne through emir lion.• In order to do so. your message must contllin rational information (logos). be delivered by someone tht' key public trusa (t'thos) and contain an o,motiooal appeal (pathos) to a public's ,clf-intt'n,sL

At the heart of the planning proc,eu are the deci1lon1 ,..., make about the, .,,.,,_ sages we want to aend to o ur key publics and the best way to get those meuage, to th.- publica. It 11 l o this central part of the process that we need most t.o be guided by our research. Yet. we an, most lempt.ed to rely on instinct alone Not that instinct is neet'uarily bad. It is often a subcomeious process of integrating bits and pieces of knowledge and information and charting an appropriate course given the data. But, it can also be an unwillingness to bell.,,.-., info nru1lion and data because it confticls with limited p<'rsonal o baervation. In the latter case, Instinct u,ually leads u, t.o fol - low coUNes that fail to solve - and often exacerbate - the problem. To avoid that

~ s~ -,040-•11y .. i .....

Bukted details that Include bets. IHtlJrongb, t lQfflplH Mid all other infonn.ation or p!masiw: artuments that support a public's prir,wy mess~

1iU c NA.noa Mruo~ .. •traltrflinandt«:tia

~ U'-"' VT&l ION O.fa,lnt and ~••tint publ;cs t,v domov,,phl<s

•nd ~aplllcs to •nsure more rffectiw awnmunic.itian.

.,m>r. "'"' would be wis-, t.o alway,, test our instinct ag;,lnst tJu, information and data galhrn.-d through ,.,..,arm.

If you learn through your researdl that a particular target publk ii motivated on a gi\'eD issue by its self-Interest In quality of Ufe for their cbildren, your message must com-.,y the importance of that resulL For example, parents concerned About tbeircbildren's safety t'rom gang violence are motivated by messages that p romise a safer environmenL not reductions of taxpayer cosL ("We have t.o find a way to kttp our childrr.n sak at school and al play.") On tbe other hand. if your target public is more concerned about higher taia,s and the government's growing demands on their income tosolw, social problems, they will be more motivated by me1ugc1 that focus on perceh-.,d low--cosl soluliona. ("Lock them up: we can't ke<!p lp<lndlng mo~ on e,q>m1iw, progn.m1 for the 10Ci11lly deviant!")

Essential bctors How you .,...._ puhllca lo achfove your objectives and the self-lnten,sts you identify dictate the messages to be senL Your message strategy should contain two essential facton:

STHATmC CDMMUNl&ATIDNS MAffllX I. BIC IDEA, KEV PUBLIC$. NISS.c;u, STIIATIGIISANDTACTICS

Tani

Message design iJ public•specillc and focuses on self-inten,sls. Create a small number of primary and a large.r number al secondary messages for exh public.

""'-7c IJM are short summarystatrmentssimllartosound bites. They idenU(y a category of information and/or communicate what action you want a public, to take. They also tie the desired action to a publk"s self-inten,st(s).

~ • IJ<!-" are bulleted statc,ments that give credibility to the primary ....,_....g,, with fact&. tc•tlmonWs. uam ples and atorlea. They provid.- the ethos. pathos and logos of persuasion.

Strat.egics identify what a public must do to fulfill an objective and the channcl(s) through which messages will be sent to motivate that action. Multiple strategies may be required for each public.

Tactics are the ereati,.., elements and tools used to deliver messages through specific channels. 5"'-eral tactics are required to support each strategy. Examples are story placement•. You Tube videos. Twitter posts. special e,."'111&. lnfographics, websites or biogs.

CllAPTD 8 Mr..uas,,,. •ttutrg;n and lcwlia M l

• Your purpose - what )'OU need t o att0mplish. • Your appc,al to a k.ry public·• sc,lf-lnloett1I - what will motlYllte lhrm to act

f1m,rably t o accomplish your objectives.

Meuage1 will euentially be both infomuational and motiYlltional Designing pri• ma,y and secondary messages in this way provides you with an array of messages that can be combined for use in channels that allow for in-depth CO\..,rnge such u magazines and brochures., or URd individually and in small cxnnbinalions in social media channels such u 'I\viller. F11ttbook and lnJtagnun.

This structure o f a few primary mruages and a number of morr spc,dfic, fact- drh..,n JttOndary meuage1 is also perfect ror medio training. Top executiws and otbc,r spoke,i.mc,n and women can be trained on what the primary messages att for u media interview. But having a wealth of secondary messages that suppo.rt the small number ol primary me1ugc1 will gh.., tbc,m morr 10011 and addNI depth in rHpond- ing to inquiries.. A CEO might explain that the comp.any is being: fo~ l.o relocate put of its manufacturing lo Asia in order lo remain compelitl,..,. They could then support this iwertion (primary mesAge) with a number of secondary meuages that contain facts and eumples of how the move will enable the company lo be more competiti,.., and continue employing most of its exi1ling wor kfora,.

Oel iverin& mes saies OnCt! message• hu\11! been camully c rafted. you an now design lllratecleo and tac• txa lo CllJT)' your me1sage1 to theJr Intended public,. Stntlrgle1 and tac,tks are pub- lic-specific - lhey an: designed with OM public in mind. 'They are the best way to give a key public 111 own me1uge lo motivate desired behavior,

We can draw a simple analogy to military strategy. In an overall challenge lo win a battle, one objecti\11! might be lo sec:un, a certain piece of ground or a particuhr town. A strategy would be devised on how lo approach this objective. The strategy may be lo weaken the town's defenses and attack through a particularly vulnera- ble spot in the wall The lac,lies supporting lbe strategy may be an artillery barrage, aerial bombing. a Special Fora,s patrol to plant explosives to creatr a breach and a ground assault through the wall into the IOWTL The strategy provides the CM!rall approllCh to• partJcularobjectiveanswerlngwhat and. wry generally, how it will be accomplilbed. Tactic• an, the specific step-by-step activities nec,essary to achieve the lltnttCI!)',

In communica ting with an organization 's publics, the strategies are the approaches lo rouchlng a designated public ror • pllrtlcular pUlp<lk wilh the me1• sage tha.t will inform or motivate t hat public. Then: nre many dulerent ways to craft a strategy. Figure BJ p.rovides a pn:m,n formula ror writing an eJl'ectl\11! strategy.

'The tactics that support each strategy identify in greater detail the specific tasks required lo send your messages (e.&, blog posts, tweets, employee meetings, news- letter articles, payroll cnV1!lope stuff en. special CV1!ntl and emails from the company president). Tactics an: strategy-specific because they support a single strategy tar- geted at a particular public.

~ HIIAT (;.l!f Publlc·•i»<lflc app,GKhH Sl»(ifvl"I tht ch;annel ID S.nd IN IMlll!H 10 achieve obje<tiws.

~ TMTIU S lralf!IV"Sl'Kific communication products that carry tht rnctsute to koypublics.

Mt CIIA."&a 8 Mr.uaJ1ff. Mrutrs,k,anJlartb

~ Cl Th• conduit 0< medium

thrautt, which ffleSA!t!S are sent to• SjlKific public to Ktompllsh • 5ptdflc purpow.

As ,.,, said earlier, your strategy for message delivery is public•specilk. 1n other words. you don't determine howyouaregoingtosend a message until you know who you are trying to reach and what you an, trying to t ell them. The strategy inhe'""11tly Ident ifies the public, and then nddreucs what you are trying to do In rupport or yo ur objectives and th• c:luuuael you propose to use to send the appeal.

~ ~o Fl1u,. 8 .1 ~ Formul.- for wrltln1 iln effective stT.-te1v

A str.llf!V b •n approach, not a H<t of tasks. Stratf!ies 11tt public•speclfic ..,d idtntlfy a c~nnol or group of related C'.mnnels you will use to reach :a by public: to :accomplish :an object:Ne by :appe:ailltli to tne public's self-interest-s.

FORMULA: -au, "'• tho by public throutt,

EXAMP\..l: C•• ..,, tho O,on,- (ownry (ommiuion,rs throuth that .,,pro•lnq rh, MW, •I will h•--

that ,,. ~b/ VI will satisfy t!w

lnform.ational versus motivation.al strategies Strategies directly support the objectives by identifying what action or behav• ior is desired. The action part of a sl:nlt egy may be infonnational or motivational. Informational strategies (abo known u awareness or educational strategies) lay a significant foundationofinformation for the motivational stn1tegle1 that uk the key public to act in some, way.

>.. with objc,ctlws. it may not be DN.'t'aat}' lo haw • separate informational strategy. I! a public is already ruffidenlly educated and is latently ready lo act. nc,c- c1111ry lnfonnatlnn can be carried by tho, motlvatlonal strategy lo avoid the rillt ol fragmenting your strategies and meuages. All motivational ,trategies will contain some infonruational messageseltber in separate tactics orwlthln each lactic.A tactic that appeals for a citizen's vote will almost always include some information to jus- tify the action. Your job is to detecmine whether a separ.,te informational stratrgy is nettssary fo r that pubUc. tr there is a 1ignificant lack o f knowledge and undentand• ing. you probably nttd an informational strategy to 1:iy a foundation before you can Implement strategies lo motivate behavior. I! the Information is already pervasive and Jk'Ople just nL..-d to he reminded, the informational 1actl01 within a motivational strategy will he suffid ent.

Fo r example. many p,,ople still do not und<,ntand that many menial lUneu••s - like depression - luve a physiological cause that must be addressed with medica· lion. Any eclfort to motivate people with mental illness to see, 11 doctor would l'l'qUire creating a better informed public environ mc,nL But to motivate people lo give blood. you may only need to tell thecm where and when t o show up. Virtually """')'One undentands thenttdand the process.

CIIAPTD I lln1apu, .tral t'g inandtc,rtia 'NI

TIPS FROM THE PROS . Massa1ln1 your messa1e 'ftw.C.~, IMfflll ...... el ...... _ ..... ._. .. ~...._c...,.yUL, .......... ,_ elf•--ta cn1t1-...111at'scno,.ceal, deaMIII-.•.....,.._

Joseph Pulluar I"" 50ffll flmous ildvkl •bout wntlnt: "Put Ii belo<e t'-' briefly 50 thlY wlll rtild It. dt1'1y 50 thty will oppr1d1te It. p icturesquely so they will ,.,,,.mber II 1nd, lbove Ill. occurottly 50 they will bt tulded by Its litht."

Ona of my mtntors, llnlwnlty of Alallllnl 11 Blrmlnpm'1 John W. Wlttlt, Yid, "A IOO(I 1pt«h should be 11kt 1 skirt o, • kilt, lon1 en-h to_, tho subloct, but short enour to be ,_ ,"I·" -the• d ,,.ft1n1 • news ,-ie.,.o, -i"I • tcwporate upd•tt. trvlfll to make your boss -m fumy in • dinntt spHCh or thoosl"I !ht best hnhfll far you, lnstotr•m phoco, your rne5n11 should be cri.sp, customized. memor.,ble i nd h1w purpose .

...,..., dlil...,, C.1 mish Is nlat. but mttSS;arH natd meat to be ,-sworthy. Oon' t m1kt I lo,,m•llsl on dtildllnt cw bkJntrwilde throuth filltt to find somethi"I diiestii.. Vudd

.,.,.. .....,, Know thy a udience. lkl"I ;ancient wonls llb "tool" or "hip" with tHnaprs In ordtf to 1ppur <OOI 111d hip wlll most assuredly be Sftft IS neither cool nor hip. Con you 0-1-G 1-T? And If vo,u ewr find yoursllf lddttul"I IM Commun ist IHdtrshlp of tht Plople's Rapubllc of China II an lmpo,Unt sm, lunchton, don' t Mlcome thtm .. the Republic of Chin• (also known.,. T1lwan. China's • renetldt" pn,,,lnce).

1'lett & ,.. •• ......_ While not m be used llthtlv or frequently, occordlnt to the ~ous Chlnne mllitlry smta- tist Sun Tt u, mlsdlN<tion Ind lfflbituily con be wrv useful In ....tam.

.._ ...._,. fftlltl d ldris. But avoid them lite the plague or you'll sound like• brobn record. Listen to you, hext. Follow vo,ur Instinct. Stldt • fort In me - I'm done.

/Is you know, o bjectives always n,quitt a m ctr kof some kind. Each objective must ..,.,.-ify improvemen t t hat can br mnsun,d. The Gctfon id entified in a public•1pec:.iflc stntegy may also br slllted in measurable te rms. While n ot aU s tnl cgies will d<elllil tht' action th!JI IJ)tlClllcnlly. lt may be nt-ttssary for som e t o do IIO. Lr• campaign sup- porting a local municipal bond n,quin,s SS pcn,enl ofthevote t o pus, public-sp ecific stntegies may break thJlt ovttall percmtagc down into managrabi,, pi«es for each public. A 55 pera ml overall vote may translate to 8 5 percent of business leaden, 6 5 percent of white-collar "'"rlcen, 4S percent o f blue-collar wodten and 58 pen-ent o( stay-at•h o me parents. The stntcgies for each public may include these specific measurements to sup port the over.ul objective.

Chooslna stratealc channels O<!termlnlng the right c hannel or group o f c hanne b t o ,end the meuage In a slnat.egy is dependen I upon both the m essage itself a nd the public bein g targeted. Tw a look

'Ml C WArTD 8 Mn,~._ ,tratrgin and t«lia

MINI CISE • •

Zyrtec I Have you 1ot ALLERGY FACE'"? IACJ<STORY In tho ,,._.d °"tr-th•-counm all•!JV n11iof INri<l'I, zv,t1< nffdo<t lo dilmffltiata Its product !tom th• lloS1 of ocher J lmil.lr .-llcatlonJ, Hunte Public Rtlalions uwd 1uH1th to lden1lfy an lnll!hl that - _,,,n h,ve alltt• tiH they not only f• .. bAd, but tlwy tllink tfleV looli bad. too.

KEY FACTS C.,t'1""V leader$ IAIIOIQ • nd Claritin) AtuQtltcl tho mOlicetploce - domin•t ed • llef1V odvertlsln1 with mes-

"'IIH about functlonal btMflt._ Zyrtec WiJ ou1Jptt1t n ea~y 3 t o 1 .and needed an lnnov;niv• S1r.1terv to build lo\!alty and c°"' cu1tomers. Reseilrd1 showed that 66 pon:ent of 'MJffleJl with •ff"'lties feel u11lv or unattractive - ID their symptoms - wa- tery eves, puffy facu and red nostS. Half af all t.male all•!JV s11~ Q¥ they' w missed out on somethinw importmt bec;iuw of allerw-,.latl!d beauty thalltl1!111S. NNrly 70 i-,unt of _,,.n UH bHuty plVductJ to maintain their "IJptllliln<e. And 30 ptrctnl say tlwy UH beautV plOductJ to m.tnl!l'f thelr rnllfl~ and tmotlonal health. Hbpa,lc -mtn shaw the mOJt ~IV to name Orand hNlth ;and bnutv pftlducu and 80 ptrc1n1 conslc»r ••lhl'ltc beauty to be a c°"' val.-. Only 11w po,unt of s1orle1 In tht IIIJutY IMdla talbd abOul l ht - all1,iit1 madt ptajllt look.

Hr,w would you.,,. this ms/girt ID dnclop mDJ11gfng, rtn,togiu and taruu tl,gt d1ffo,rnr,oto Zyrt« from ,r,compfiiron?

HUNTER'S ZYRTEC STRATECV Focusin1 on th t brtft cons ...... - fwmal• all•f!IY suf- 1,t,ers 25◄9 - Hunttt ONIINI • campa"'1 cat1111 •Alltrty F;,c1," t o pn,vidt"""""" tips and techniques to look •nd l,ttl lhttr btS1 durlnt aUtflV season - posltlonlnt Zyrtec ~anally in conquerl111 btlrutv inun Tho toll was to "'-•k Into the E"!lflsh- .nd Spanlsb-spukirtt lifHtyle. hulth and bnutv ~

Hunter t"1ln11n!d • pannonllip bttwftn Zyrtec ;and Macy's to aut t the first ._, alleJy-~attd buuty counttr in the cosmetic de~rtment at a ludin1 tGcy's location. The be.outy counb!r prowll!d per.;ollilllzed AL- LERGY FAce-m.-s In conjunction with the annual Macy's Fl.-, Show. The c;ampa9' also t eamed with actrtn Dtln Musi"! and two olbtr loVl!ll•known htalth and bo!auty bJ)tftS to crtall wtb vidtos for the Zyrtt<

wtbsltt and Voulla channel, fhue spoke-men

CUA.PT&■ 8 JJruagn,1lrat,vinandl adb M1

pn,vld..t u11cls1, h11l1h and IIHU1'( Up, for wom1n 1uH1<lng from 111...,... Fa, Hispanic con,umor1, Zv,toc IHIMII IOith utin bnuive•pllt c-n Ordollez 10 cultomlze ALLERGV FACF' bHUIV M>lution, lo, utinas.

Soci.il media txtics _,, pervHiw. The umpal!I" wu M!ll CDWMI by illot!l""5 and draw viral lnlettst throuth filabook. Twitter, lnlt1!1f1m. PintllnSt ind olher populilf socilll midi.I ctQnnds. Th• zvrtoc wobsltt also ~ltulftl ;;m • lierw 5'lJVival kit with• llrtorial on ootdoor elll!ldsing in •Bein season and oth@I topics the researm - would capture lh11tt111tlon and lov~IV of ,.,,,,111111,w ,ulferors.

How would )'OU d,scr,.,. H" 111 • molPfld for tit/, compalgn uJ 119 th, fo,,,.u/o for wr,tlng rffrwvr, Urolrglu In Flgurr 8.1?

RESULTS The Olo Ind PRW..k Mlrd-winnlnt Cllfflp1l1n tllUto.d t,cpe<1<11lons and In only 11w months .-rated 440 mllllon rn..ti1 impronlons and lop•tllf ,_. In the IHdln1 _,,.,.·s hHllh - buutv modi• . Much of lhl (Oftfiltl focused solely on Zv,tec. without _,,,;.,,1"11 the br•nd'• competlt-. And the t,om~1n·s kev mH- 0- pod. Ml '1"(111) w~ prw51nt In 75 pttttnt of the cowr;a~ Zv,tec COfflidJ!rtd 1111 public rtbtlons Prct~m so succtssful that it tr.ldtmarlled ALLER<;V FACE" ilf\d m1de It a cent~I future of its 1014 11,..,,d ~s. explncf'"!J i1 t,evond publlc n,lations. Aa:ordin!I ID Ir.la Leoni, rruinavi~ partner at Hunter Public Relations. " listl!ning t o mnsumer lnsistrts • .. WH lley 10 makl"I this~ I success. ALLE.RC.V FACE" anOMd Zy,ttc to Sllrt I - conv1rution about 11~- p!S and utend cove,. to • ,_ SPICJ! - beauty."

around. Some marltrllng ■nd mmmunkaUon• •lnatcgio,s ha,.., bttornr so p,,nnuiw in our society that we don' t gh-e Lhemas«0nd thoughL What has become the almost ucl111lve lltr•t"l!Y to n1arkrt beer to an age-segmented mnk audlmce? Tb,, primary stnt"l!Y is lo use humor and celebrity athletes, and the channel is to use sporting eYents to deUwr bttr-drlnklng messages t o that target public. This c:hannd has lit- er.,lly hundreds of potential bctia to carry the message. Whal is the predominant fundraising strate.gy of your local United W;ry? It is an annual campaign that lever- ages workplace peer pressure. TIie! main channel is workplac,, mmmunication from which you can select specific tactics such as personal Invitations from management. department mmpetitlons. posters and pcnonallzcd emails. United Way annual campaign messages are focused at a ,p«llk public with the ablllty to giw using lac· tics that OYerlap and reinforce one another to acmmpUsh Lhe purpose.

Anotheruampli, is an objc,ctiw to double partidpation in educational programs for disabled children. Parenu of disabled children would be a key public (who we nffd to r.,ach) . They would ..-quire an Informational str■tl'tO' to Inform Lh«mofthe resources available and a motivational <tratl'tO' to persuade them to tap into these resources. An Informational strategy for this public would be, to ln<.-re:ue aware- ness of the resources available l.o parents of disabled children through a health &ir sponsored by the state that showcases the services available to them. Tactics would probably include things like printed mater ials. videos, websites. Facebook groups and others.

A molivaUonal ltratcgywould be to persuade parents of di.sabled children to sign up for one or more of the state·• &tt health services througb one-on-one mnsulta- tions with health care professionals. Tlclics for this stnat"l!Y might include email invitations to meet. referrals from hnlth carc profouionals and a sign-up al the health fair for an In-home consul~olL

Ml CllA."U8 M cruaga,llrall'fllttandtactio

NASCAlldriwr"-7J{a,_ IIVrdln ~ ,,,,__m. at thr Food Cit,500n,ninltmlol. nnn.

A5 weve already seen. opinion leader inll~nu is best exerted by pt.'Ople th" par· ..nts p,,l'N!ive lo be op,,raling c:r•dlbly In a n,lrvan1 luur environmenL Lo the above example, nuna and othc,r health care providers •-ould have high credibility. Pttrs

- In th.is cue, other parents with disabled children - would also have very high cred- ibility. T""chers and volunteer PTA leaden may also wld significant inlluence with th.is kry public. Design strategies and tactics so that )'OU can use opinion leaders to both Inform and moUvate your key publics.

The clunnel stipulated in a strategy should be the best -y to get the me<Age to the public £or the outlined purpose (e.g.. health (air, workpw.-e communlcallon or opinion lc,aden). To be sufficiently planned, each strategy r"'luires the dcvelopmenl of specific tact.ia within the channel (communication tools Hice slgnage and T-shirts al 11.tged .,,.,,nt.s, brochure• and personalized emailJ in the workplace and meetings with printed collateral mate.rial or htblet presentations for opinion leaders).

How ch~nnels help focus your tactits The tactics specify the communication l.ools within th.. channel more precisely. In lhe previous example,, one or your tactics might be to creale an app for parents or d iHbk-dchildn,n that explains the tervice1 avaltable lo I hem. Olher lacUcs could be social media pocu. an infogra.phic. vidN> or printed brochure. Perhaps o follow-up lactic would also be helpful, 1uch u an email 1urvey following the fair to.._.., how

beneficial ii wu and what parents learned. By focusing htrtics within a speclflc channel. )'OU

en1ure thal m"mben o r th<, kry public will ri,ceive the message al least once. bot Wrely more than once. Such rocuted 0\-erlap makes it more certain the message will be selected lo be perceived. retained and acted upon. Research suggest. that a person must be exposed to a mc1sage RWn limes for its content to be reD"'-mbered.

The point is that you must carefully consider your public In detl'nninlng tlw, best ways lo rc,adt !Mm. How a particular public best receive, n certain type or mt,ssagc fora speclllc: purpo1e Ls lhi, rel.,..onl question. You murt also carefully connder the message being s..nt to ensure the cbaonels and media selected are appropriate for the message.

Declining lmporhnce of m;ass medi~ ch;annels It i.1 critically important to recognize, that the effecth,-e and extensive use of man m edia t o communicale with target audiences mostly belongs to past decades. While mau media ClD still be highly elrectiw In geneming name recognition, their infor• motion-disseminating utility It not a, greal u before because of the prolifc,ration or optioM and declining trusL

ln lhe Goli.n/Harri• 2002 Trust Index, the communications business stttors all had negatn,, bust scores (Golin, p. 240). Of them all. public relati.ons had the lc,ast negative score (·31). followed by journalism (-38) and then advertising/marketing (·41) . Th" situation is"""" bleaker for the media today. In the 2018 Edelman Trost Baromeler. media - the least trusted Industry globally, and trust in olher industries

CIIAn&a 8 A/~1.agn, •lralt'flin and tlldia Ml

bas been undermined as people, say they don't trust media to pl'OYid<- truthful inf or• nu,Uon on orpnl:tationJ. mrporaUoru or gov,,rnml!nl.

While mus media channels ha\" their place. in an environment where media are ool trusted, it is unwise lo rely on them loo heavily. In &ct, with peers or

·someone like me" being among the most credible sources or information today, social media has largely overtaken traditional media as a preferred channel for lllt!ssages. The r eturn or experts as the most trusted sourtt In the 2018 Edelman TruJt Barometer mearu we can turn lo subject mat- ter experts with biogs and on other kinds or digital media platrorm. which have now bec:mne a l laple or OW' media channel tool ltll. Neverthele1s, even social media are experiencing a erlsu or tn11t u people ••Y they don't trust the platform. even though they might ln11t the peraon posting.

We- ;are accustomed to segmenting publics for the

purpose of persuasion. We haYe long reeognlud that identifying a group or people who share m mmon interests and lifestyles (and who may interact with one another) is the bell w-Jy to devise an appeal that will motivate them. Now, segmentation is required oot just lo persu11de. but to reach our ck,si.red publics. Readership of traditional no,wspapers is declining and almost nonexistent a mong Gen X.. Gen Y and Gen Z publlcs. But even thMC who still read a n-spaper have increased their selectivity in what they read and how they read. Most broad audience nu,gu!nc,1 have dunp- pcared. The final edition of Newsweek. a popular weekly CUJTenl affairs mapzine. hit DeWsstands on Dec. 31. 2012. Some of these broad audlentt publlcations are still av:ulable online, but many hav,, been replaced by highly segmented special-interest and professional or trade publications.

The explosion in cable and satellite television technology is already creat• ing highly segmented viewenhip, which will continue to increase_ In 2013, NBC Universal launch~'CI &quire Network for communkat.ors and markrten looking to rrach men out.ide of aportL The nrw nrtwork is aimed al the eJusiv,, upocale man, metropolitan and educated. or u Esquire magazine Pre1ident David Granger calls them. " the high normal American mAle. • Another example or the proliferation or channrls is the foci that there has been a channel devoted exclusively to tennis for morc than a decade. And radJo has long bttn segmented by llstenl'rs' preferentt1 for dilfering formals and music.

The lesson to be learned Is that mass media (which arguably never did reach a mass public) an, dedining in their ability to reach our publics with the messages we need senL The good news is that as a medium becomes more specific and segmented, it bemmes a better buy in terms of reaching the public 5egn>cnts we need to targeL So ,..t,iJe our jobs may be a bit more difficult in that we need to exercise a greater rangrof crealivlty and expertise in usingdllferenUatcdmmmunication tools. we are pro~'CI higher rate, of sucnss becalUC! or the emergence of social media and the narrowing or mua media audieooes.

111 CIIA"lt■ R 1,1,,,..,.,..._ •l.ratrgin and taclia

New technoloKiH and the Internet Thu 2018 1lutlstk1 shOWl'd the lntcrru,t had roll3hly 3.58 billion uscrs. n,pn,s.,nting about 61 peR.'C!nl of the world's populalion. Asia accounted for just over SO per- cent of a.II internet users with China possessing more internet users than any other oatioo - over one billion

:'Ir or more than 25 ~nt of ..U pc,ople u1ing the internet. And it is big busineul According to lncomeDiary. as of 2018, Amazon was raking in over S:34.2 billlon annu.ally - Sl,084 per Jecond. Google's revenue was $29.3 billion or ubout *929 per Jc,c,Ond. Faa.boolt. coming In at 10th In the rovrnue ranking,. nuule a mere $2 blUion. only $63 per second.

c01 nn1 N .. An onllnt confmnc• o, wo,kshop whiff p11tklpanu can alls.., and hear a ptHtntatlon slmultaMOusly and lntooct with the

l)<Uffllfl and uch other.

The widespread use of tecbnologie1 hu made the dieitlll production and dislribu• tion of t"O mmunication materi"l" (such u infognphics. videos a.nd blog,) relalnoely easy and inupensl\,e. The range of dlversllicd and altunative media bas, as a result. burgeoned. Mobile phones, tablets and laptop c,ompulen have all become ubiqul• lous devices for viewing. creating and sharing info:cmation.

Most information is colllUltlcd electronically - and mobile devices now pnMde more ne1"'S lo people than laptops or newspapers. News aggn,gators like Digg. Google News. Pulse and New"360 have fueled the use of mobile devires for information consumption beause they reduce the need to na\igate by doing the legworlt for yo\L ThcJC aggttgalon pull together syndicated ,...,b c,ontent from onllnc newspapers. blop. podcasts and vldto blop or vlogs ln onr loat Ion for ruy viewing. The, rise of mobile apps has also made it easier to access informationofinten,st to users. But the reaultlng ·content werload" rrutk"11 It evr_n mon, Imperative that we use reRarcl\ to specifically target our publics with messages they will choose to perceive and n,tain.

The opportunities provided by the lntunrt lncludr a growing range of options to creatively mmmunicate messages. As in the early days of radio. sponsors and web- site owners now ~e online programming - similar to soaps and sitcoms - to secure vehicles for product promotion. Skype. ooVoo. Google Hangouts and other services now make online video conferencing and chatting easy. WebEx and other software, platfonns ha"" proliferatc,d the UJC ofweblaas. And affinity por1als. web- sites \islted ol\rn by a particular group of &ns or alumni. are an excellent way lo n,ach some targeted public,.

Maintaining a quality web1ite is c11ential for t'Very o rpnizatfon. According to Netcn,ft. in 201.f there were more than a billion ,.-.,bsiteJ on the web: by 2018 lhcre wcr<' more UUU1 l 9 billion, and they wc,l't' lncttasing at the rote or 1everlll hundred a minute. Anymore, without a website, publics can' t find you. And your website needs to beeuyto ruaviple and orle_nted lo the nttdsof yourpublksor they won' t waste their time. Your messages will get lost in the internet clutter.

Online newsrooms as part of a website are now a sbrulard tool used to pnMde information not only to joumalist11. but increasingly to opinion leaden and other information-hungry consumers. Electronic newsletters offer specialized infonna- tion on virtually any 1ubject - from finana, to sports to cro1.-.,'0rd puxzk,1, Chat rooms.. ek,ctronk rmail lists. onlinc forums and many other internet feature• are dfective tactics to be considt'red, Smar1 use of search engines. QR codes and website links can also provide opportunltlet to communicate additional me11age1 to publics preduposed to be recepth'\!.

While making it easier, mter and leu expensive to send mr1sag,,1 to certain publics. the internet also makes it easier for opposing publics. or just 10meone with a grudge, to attack your organitation or products online. Especially with SO<"ial media. the, backlash cun be brutal It is virtually impossible to bloc,k or even monit.or everythlng an)'Onc ,....,ti to pc,9t regonllng your organization. And there ii no filter o r screen for lie• and mlJrrcpn,senlations. No one asks whether the attack ii cn.-diblc - 10metime1 not """n the m<-dia whate responsibility It IJr lo ask. It Is tremenclou1ly dllllcult 10 deal with fal,w, Information that can be pub-

c u .nu 8 llnN1flt'•, llroft!fl.in and laclia

Jjsl,ed so broadly. freely and anonymously. This dilemma underscores the impor- tance of continual trust-building elforll among all key publics.

Citizen journalism and bloes The astronomical growth of biogs has created new subject-matter experts and opin- ion leaden I.hat in many cases have far 1urpa,sed the Influence of mainstream media. Public re_lation1 agencies often gh-e prominent bloggcn better media c:ndenlial1 lh,m mainstream Journallst1 to attend convent Ion,, product launchu and industry t"Vents like fashion week. Fo r enmple, onr 16-ycar-old male fashio n blogger was ....,.,ntly scaled In lronl of professional journalists from pap,,n 1Uch u USA Today and Daily News al New York Fashion w.,rk. Thi• i• bccauJr top bloggen have a big• ger following than the mass media outlets among a niche group of consumers that really matter. The bloggers att al.Jo more likely to be trusted. A 2013 report 1howed that 81 percent of US. coruumen trust advice and information they read on biogs, and 61 percent say Ibey have madr a pwchur b"""d on a blog i-t.

IJ of2012, lhere were m ore than 170 million biogs. By 2018 there,.,,,.., owr400 million. and the number of Tumblr biogs increase by about 25 million biogs every 1h monlhJ. In tho U.S. alone,. thrn, an, now more than 31 million bloggen. Tb~ nipid ri,w, of citizen journalism has been driren by lhrtt factors: open publishing. collabo- ratl\-e edltlng•nd diJtrlbuted contrnt. Blogging ii morr than• putlmr. It has grown. for10me , into• lucrative and rrwu-dingcarttr. Over75 percent of online marRten say they plan lo udd more mntenl in the nel<t year and socla1mediaexameLCom reportJ I.hat 45 percent of marketer-. sayblogging Is u.n important part of thc,ira<hu· lising strategy. Leaming how to elfecti,-ely pitch content and wodt with bloggers is an important part of today's media relatio111.

Social media and the way we connect Drspite all the advances in technology and the extreme aegmentation of rnlertain· ment and news 1ource1, 10Cial media haJ had and will increasingly haw tbe biggest impad on how we inter.ad and communic:at.e. A writer at Polloc,k Communkations. an independent agency specializing in health and wellness. summ<!d up I.he impact of social media this way:

"Social media has become an int~n,1 part of our everyday lives.. We find andshan, our new favorite clothing and food brands on biogs; we mret people with similar

111

1IJ CN.A."ua 1,1,...,,,.-..,,traltflinandt«tia

TIPS FROM THE PROS Bulldint a successful blot

lltelaf .... ,.,... . ........................ __ .... ,..... ...... .,.. .............. .. ..... .,, ..... -._..... ...... Startint a IIIOI from tcratch tin,_, lib a clauntlnt ta1lr. but It doesn't haw to be. One ""Y to find out If you are up to the challen8' ls to try 1uest blonlnt fo< othef sites. This will not only stl'fflllhen your writl111 skills but also help you lrnlM H blOftllll ls somethl"I you're passion.alt about. When you know you're ready to dlw In, follow lhtit five lips to lm p,we the likelihood of ~u,....,. t.i"I off. ,._ e ,..._ C'-st I topk that you rully enio'f H-11 as somethl111 you knaw a lot about or . .. willlnr 10

IRm_,t. Become I sub]Kt•matttr e,qltf1.. Do somt! m.;,rlcet n,sean:h to disc<M!rwiYl's ~ out then, and to see what's missif1i, L1vtntt your bKktround and tralnlnr,

0-•.,.... • " reltnlw ..._, Dtddit on.., CMnll thtmt that you want to arr, thtourh lonr•tarm. • o..elop a look and fHI with colors. plcnns. fonts. '°IO, tatllne and dHll,l tlfflltntS that support your thffllt. • WTltt your blo In a way that emphallza tht theme and your special nl)fttlst. • Think about your thtmt _,., time you post. If _,hlnr Isn' t rtltvant to your brand, don' t wnta about It.

...... _...., Giw your readers information aboutwhatto upect at difflnM limos.

C..atl! an lditori11I calendar for the yu r INt indudH your vision of what m ain ownts and topks you'd 11kt to CINef.

Bulld shortofllnte ClltndllfS tNt haw daily, -kly and monthly topks and schtdultd posts. Slick to your tditori11I Khedult so your,,,_,. me,., what's comir11.

«-,-...._L H..,. • 1ood ldu of the type of p,non you're wrltlnt to. UH analytks to pull torethtt your IUdlenct dtfnocraphlcs, pndtr, ap. loatlon and lnc-lMII. Ask questions of your readitrs. conduct otcnional sur...,. on your IIIOI and ...,_!Mly read yo;,r comments to learn what your readers' 1001, ... WNt e,ccitl!s them and how to best CJltl!r your corrtent to them.

U. __, .... ID -,,llfr ,_,_._, SUJltl!lic promotion of your blor is CNrill to your su«flS. Pick the rltht mla of soda I mtdla tharvwls _,, as Twlrw, PfnttrHt. lll5b!l.am. Factbook and othors to flit the word out. S~ lime your posts to fflill<imin nposun, •"""'! your soda mtdi• IISl!fS and dom°""phlcs. Expm- ment with dlffwrtnt tlmH to 8'1 the best r&ch. Ust -.,propriau h•shD15 indudift!I thost Iha are curTtntly trendinr or titd to your brand.

c:u .n1:a A Jlr•wga, 1:trrltrginandtadia m

inlt!ttslJI on ~'hmbook; we II"' our nc,w,, in one 1entcnm on Twllttt: w,, share" picture of thnt awesome egg. bcnedkt we had for brunch on lnmi,gr:un a nd we can i,\T_n find our future husband or wife on dating 1ilcs. We t,...., an amuing ability to bct-onnectcd.ray in-the-know and share our own interests, ideas and opinion, on just about eftJ}'thlng."

As public relations and marketing practitioners, it's important lo understand bow social media is evolving. We need t o gn,sp bow pt-ople arc connecting with e ac h other. how info rmation is passed among individuals and groups. bow thin&< go viral and bow trust is built and maintained bctwt't!n people who may oner mc,el in pcnon. Much of thr information w,, consiclrl'NI priv:ale o nly a fow )'l!lln ago is now broadly sha.rcd. Mosl pc,oplc, spend a signllicanl portion of their week on social media "work• Ing" to ably connt-cled, II almosl fc,c,b like kttplng up wilh al leut • f..w social nw,dlu channc,IJ is a daily ch o re. The prolifer:ition of and a ccessibility of prnoruol infonna• lion through '°"i11I media hlll changrd so many thing, thal ii may bc hard t o ttmt'm• bera world without it.One of the changes d ual m;ayh:,.veg:one unnoticed is the higher premlum that is now pba,d on honc.ty and trulhf-ulness. We leave a pretty visiblt! trail across social media that include$ our beliefs. interests and behaviors. We are now all, in some sense, public figures.

We 'll explore how to ell'ectively use social media for message clrlh.'ff)' in Chapter 9. But suflice it lo say, social media mould bc considered an important and dynamic channel with untapped opportunit ic. t o explore creative, and innowtive tactics. This is puticulnrly lht! case, whrn )'our strategy involves conllructinggrusroou and •'Ord-of-mouth cnmpalgns.

The flnl thing thnl students and many practition ers do when presented with a ch a l• Ieng,, is jump lo tactics. It is ... 1ia1 mmmuniators and marketers do the best - and the worsL We're, pretty good at dew,loping catchy slogans, social media cont ests. fun special events and attention-grabbing visu.tls. The problem is not a lack al ideas for lnterestlnglllcllcs: i i II rather not enoughca.rcful calculat.lon to ensure the tactics will accomplish your stntegia and object h.,es. Tllctics, or communication toob. always need to be approached in the contut of your research And the problem/ opportu• nltyyou·rc, lllckllng. Fo llowing the matrix approach and dcvdoping tactics only after )-Our objectives. publics. message. and strategies have been delc,nnined wiU e nsure they are align.,d lo ht-Ip you 11tt0mpllm your goal. The c rt'atlvity required o r good tactics must be carefully channeled lo ensure, strategic allgnmenl of your campaign.

T;actics ;as str;ateglc tools Tactics are the t ools - the hammer, nails, l umber and pa.int - you need to build a SllCC1'SSful campaign. You can also think of them as the tasks you must perform iu your campaign. The actMtles you undrrtalte to implement your campaign are all tactics. Everything thal costs money. aside from resenrch and meuurement. is a tac- tic. This is why lhc items that show up on your calendar and In your budget an, a ll tactics. So nogardlcu nrhow-11 you have planned your1trategy, the suc,,aa o r you r campaign will ultimately n,st on 1hr implement al.io n of your tactics. The majority o r

1M CUAn&a 8 Mttuog,n. 1/rulq[WJ and IM:tic,

m FIIUN8.2 o'oo Straten brief - news relHH

Key publk (brl•f profile including motivating self-interests):

Secondary publics (if any):

Action dHiffil from publlc(s):

Pn,poud hHdllM:

Pn,poud IHd:

New5hoolc

SEO terms (10-20 key words 01 phRseS):

Prim~rv mH~H (two-flw short mt•IMnU. slmiAr to sound bites)

Secondary IMSHtfS (bullettd SUPPDf\l"I daUI, fKu . uamplts. stories. ltstimonlat .. etc.):

1. P,inwy:

Secondary:

2. Prir,gry: Stconda,y: •

3. P,lma,y.

Stconda,y, •

Opinion luders and how they will~ used (testimonials, quotes, etc.):

Pholo,;/ charts/11nphics Of any):

Wl!ffl! •nd whtn d lstrlbuttd:

Addit ional usos •h.or publication:

runetinl!/diudline:

T• : lhz the strotryy briq for an .,,,.,1 nnn pitrh ID send your ~ rrlease ID targrtnJ repmt,rs, b/099"'5. m .

CHAPTl:■ 8 Aln1111111a. 1tratt'JPffandtaclia 91

business rtratrgies fail not bee:,~ they wett iil-con""ived, but because, I.here was a breakdown ln lmplemMtatlon. The.Ir tactic. clther did not •upport the, str.atrgiu or thry were poorly exrc:ut.m. To a,'Oid this ocenario, we nrongly rtt0mmend you use atra~ bdefa for all tactics(...., Figure 8.2). Strat egy briefs are concue design tools that help you plan each t actic :around your ,trotrgy. We11 explain more about tbem later in this chapteL

The difference between stnte1les and tactics One of the hardest things to,.'Ork through when I.earning the matrix is the difference betWttn stntrgies and tactics. It's simple. ttally, when you thlnlt about It this way: A strategy 11 an approach and ■ tactic 11 a tuk. You ne,-d many tuk.t to accomplWi a stnt<gy. A helpful question to ask is, •Can the, tool be broken down any more?'" lf the anrwu is no, it's n tactic_ Mus m..ctia. for t!Dmplo,. can be brokrn down lnto many different t:ac-tic. - news release. radio actuality. public service :announcement. op-ed pittt! - so It's a channel within a strategy. A brochure, on the othe hand,. can't be broken down any further so it's a tadk. A sp<cial event is trickier. It can be either a strategy or a tactic. Uit's a large event with many elements to it such as a conference or the FrFA World Cu p, it'sprobablyutrategy. lJyourspecial e,,-ent iumallandsim• pie, like an employee awanls ceremony, it's probably best treated as a tactic_

A diversity of t.lctlcs In addltJon to no t always t ying !Ktics t o alnitegy, Another proba.,m has been the, ten· drncy to rely on the same ladies or communkation tools OYCr and .,.-.,r. Although there ls no thing wrong with reu1ing tactic,, thut work well with partkcular public,,, communicators should be careful not to fall into the routine of I.be proceuionary cat• etplllars described earlier ln Chopttr 6. Using a tactic reput<dly somt'timrs caUSCJO us t o select that tactic without thinking about its appropriateness t.o grt • particular message to a particular public for a particular purpose. We (all into a pattern of select- ing ladies because we've always used t hem. or because the tactic ,...,rited before.

Remember to review the analytical process to select communication tools each time, you de1ign messages llJld nnitegies for publle1. Change iJ one o( the o nly con• slants in business and markrting. Publics change, clrcumst:ances change, purpose• change, mcuages change and communication channels change. If communicators stay with the same pion for thi, same publics without recognwng the constantly changing environment, communication efforts will miss their tu-gets. A prxtitioncr will be left (poulbly without a job) wnndc,ring why It didn't work thls time since It had always work,..! before.

The other lnherent dangtt ln using the, same tools rontlnua11y iJ 1tilllng creativ- ity. Communicators may ignore new creati,..., and innowti,.., ways to get messages to publics. But in a society flooded with messages in the typical media channels, cre- atl\,e and lnnovati,..., dcli\•cry of messages is nea,1sary to cul through the message clutter to reach our targets. Remember the challenge is twofold: Yoo must motivate the memben of your key public to choose to pcn,e!,..., the message (and retain it), and to choose to act upon it. Both require an appeal t o the public's self-inlerests. but self-interest appeals alone will not get )-OU over the percc,ption hurdle. You may not find a aolution t o your specific need in teictbooks that teach how t o dnign rommuni- catio n ladies. You must beablctocreal.e innoval'i,...,deli~,ery5YSlemsand then follow

m U ATl1, .. 5 '! An • n• lytit•t tool tNI infuses strat"!I'( plami~ Into the c,otlon of lffectlw tactics.

111 CII.A"K■ I .A/1_,,,..1, dratrgin and lar.tia

~ Fl1u,. 8.3

the principles of penw,.sive communication theory lo send your messages in <ff- alivc wuya that rommand attention.

The divcnity of tactics available is limited only by the imagination. NC\-ert.Ju,leas. there are abundant numbers of books, articles and other references that Identify a variety of some of the standard communication tools and their appropriate 111H. We refer you to a broad rangc, of easiily available resources (some of which are Identified in tbis chapter's references and additional readings) that suggest doU'ns ol tat1lcs

Interactivity rrid of communication tactics

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and instructions on Lhcir p~ra.tion and iu,,. Ba-au.., of Lhe vast nesources which glw, specific dlrc,cllon o n preparing and using communlcallon loob. It ls not o ur pur- paR here lo review specific tactics. Rlllher, it ls more important to provide a prottu lo assist communkaUon profrulonals In delHtnlnlng how lo select Lhe tactics most appropriate for a specific public. purpose and message.

M - popular Introductory textbooks In communication segment tools and tac- tics Into written, spoken and visual categories. But today's communicallon prof es• sionals fO<'Wled on key publics and mes.sages rc,cogitize Iha!. In Lhe radicallyc:hanged communication environment. such divisions are artificial espec.ially conside,ring Lhat Lhc most effective lllctics combin" a l leut two, and often all lhrN,, o f !hose 5"nses. Further. that type of categorizatlon pull undue emphul.s on the medium or channrl, wilh lo,IJ though! oftlw, purpose. the targ..-1 nudlc~and lhe mt'augc llM!lf. Such categorization may be partially responsible for communications pl'Ktic,e Lhat l.s uoe11iffly ladlc-<lriw,n raLher Lhan strategic.

It might be more sensible to ad~ tactics in a g.rid (see Figure 8.3) with one :a.xi.a ranging from personal communication lo mass-produced ~ and the other measuring Lhe level of int eraction (two-way communication) from highly interac- tive lo noninteraclive. The grid visually depicts how we design tactics for a speciJic public. When we need a highly int.enct~-e approach."" also rna1u, thc, tactic highly penonal - Increasing the, likelihood of selection and retention. The other end of tbe grid forms a mcg11phone that depicts a wide distribution o f a message with little or no latendivlty. For example. if th., public and the 1pecilic mt'SAge lo be ddi.,.._.n,d requln,s • personal or peer lnllue~. th., tactics will be d esigned to Invoke penonal lnl.eracUon and may Include phonr calls, Fac,,hook p01lt o r handwritten nolu If. "°""""r· a breadth of CO\"l!r.lge ralher than penonal inftuence Is needed. a mc,dium with a broader n,uch lo publics may be more appropnalc,, Including 1.actlcs auch u radio public, service announcemt'nts. podc:uta or news releues. In th., middle or the grid would be highly St.'gltlented mrdLa 1lke speclal iotl'rest magn:ine.s. tweets to rol- lo..-en and blog posts.

Identifying communication t.actics in this fashion helps 115 select lbe best com- munication tools for the public. purpose and mcss,ige. Otherwise, the mc,dium (print/broadcast/iol l'rnet/ social media) and b udget tend to determine wm.l tactics ..., Ult'- r ather I.ban which tool would bes! accomplish our purpose. Urlng the grid. tactics fall into three cat egories: highly personal and interac:thT, tqpnented and moderately interactive and mass-produced mu, media.

Hichly personal and Interact ive The basis of !he relational orcooperath-e community approach to public rebUons is the owrwhelrnlng power of personal and Interactive '"-ommuni.catlon. The personal inlluence of opinion leaden. 1Ubject matter expert.I and peBS is particularly i mport· ant In a persuasion campaign. I t is in this area of tactics that creativity and Innova- tion a.re most needed. Thi• type oC tactic is very specifically tailored to th., public (usually made up of identiliable iodividmls) and personalized in its deli~. It has typically been direct human-to-human communication .. often handwritten. spoken one-on-one and/ or deliwred in person by an influential. How~-er, social media now makes this kind o f Interaction pom'ble.10 some degree. d igitally. and lo a much larg« group of"frlond1."

~ 1•'!t8ACTl't1,- Tht dtttff to whkh tht t•ctlc plOYldn inllfXll"" between tht sender of !he mun .. ilnd tJw rouivlf.

111 CM.A"D 8 Alr uogn, 1trvtrgioand1,n:tia

MINI CASE Taco Bell I What's In your taco? 8ACKSTORY T;oco S.11' • domln•nce of tlw hot food mart.t - • •It.sixth lar1«st cluln in the U.S. ind hoklln151 ptrnnt of the Me• lcan fut food marlr..t - ta.,,. Into question .,._n a d n••actlon lawsuit clalmecl Its .,,.at wasn't l>HI. Its Uo<ll price. ,~1 .. and reputa tion dipped u the cl.aims rteelwd national media 1ttent lon, rflllllrlnt a rapid and •1..-sslve rnponse.

KEVl'ACTS Bus~ Air.,,, an Alabama law firm. filed suit In ja nua,v 2.Dlhl~inr Taco Bell meat contained l«ss th•n 3S percent

~bed Followlnt t he l;iwsult, stocks

J.11 approximallly $1.80 p.. shall - an S8 2.8 million dKllne in sharehold.r value. Taco Bell's YouCov B<andlndei tc- - which rMHurn rtputa- tion - dropped from 25.2 to n.7 Ille -ic foUowll\! tht 1-uit. The natioNI Brandlndei ave,• .rrewus12-2.

What ttnlk9Y -u/d you uu tI> ruporul?

TACO BELL'S STRATEGY Taco Bell, knowinl the claim was lnaccu<alt. responded a1111lSl11ely by attadl"'J Ille accuser. lht company demand• td.., •IJOlotv from the la-n and th111bMd 1-wal action lo, the fal•e c.lalms. 11 uood llrmly behind Its p,oduct>, 111en rweali"f Its taco mut reci!le: 88 percent USOA· lnspecttd quality bHI: lhtff t o Ii•• perc.nt w:attr. three to liYt percent splcn: ind three to !wt ptrttnt othl< inr,tdwllH. such u oats for ttxtu11 and taue.

Taco Btl lmmtdl•tefy too1r out lull· ~• ads in national p• ptrs such as Tht - York Tlmt:S. USA Today and the Wall Sit- toumal, u MIi as in 11slonal papers lndudint the Boston c.- and Olka!o Tribune. It spent 53 mUlion to $4 million In ads to tell the truth aboul Its product. Taco Bell P11sidem «;rej Creed was• fixtu,- on m•jot TV me- d!• outlets defending Taco Bell's reputation .ond product qu•lity.

CJttd 11w • ppured In YOuTubtvidtcH 1ddft<si"1 the suit. One vidto wn .i.wtd 170,000 timn by micl-Ftb<ua,y, Coupons far frff tacos Mre distributed vi• Factboolc • nd Twitte,, allowi"i consuffltlS ID test 11w meat t~mslllles. Taco Btll t"l"'fld In surch lftlint optimlllltion efforts and purthas.d spon1011d Mb links IO control t he onllnt sto,y. It also C11at.d • websitt contalni"I tllt campaltn's •els. prns 11_lusas. VouTubt video< Mid detalltil inwrtdl· ent Information.

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I/ this crlllr /tad o<runul In 1111t, "°'" would your ,atlol m t tl,a to<tits tlrlfu from rhow u,111 I n 111111 RESULTS

Within a fww wHb, the stodr price had fu lly r..:overed, and six months lattr ttw stock was up S9 per share. After the lawsuit was dropped in April 2011, Taco Bell repeted many of the same tactics to demand• publi: ;apolOff from the firm. Trust incrtolMd Immediately. Taco Bell's B,.ndl- v.:tn rose to 20.5 by M~ and continued to rise.

A peraonnl dellvrry aystc,m en~nden lnlc,ractlvily, lntc,nictlvity LI importr,nt In sever:al w:ays. First, intenict:ion has a b:asLI o( strong relationships and cooperation. Sec:ond. u diJCUHOO in thr chapter on penuuion, IL it• lcry to the crystallization of opinion. Third, inter.act:ivity pr"O'l,,ide,: a personal commitment and st:imulus for

actlon. Forthe5e reasons. this ldrulo(Lactlc is blghlycffl'<.-tiw. N"""'rtbeless, it is aL!o timr-consuming and often expensiw. The advantages must be 11c>eighed carefully against the costs (time and money) lo determine the best circumstances in which to UR personal communication channels and tools. Although not quite, u personal social media channels offer a ICJVH:OSt way for many opinion leaden to connect with key publics. Th<, ease o ( sharing through sociul media mues these tools less labor- intensive and less expc,miw. Thr trudeoff for those, benefits is that you must largely relinquish control o(lhe mrssag<, and its distribution.

In somr 1iluatlon1, 11'1 poulble to cttalr the onc•o n•o nc m mmunlaiUon hlrrar- chically. A good eiaample LI United Way's wo ritplace campaign. Companies that sup- port the United Way in their community by running workplace campaigns lde_nlify a company repre,entotive who is trained by local volunlccn lo hold an employee information meeting lltld to sul>M,qucntly personally ult each individual in the company to support local mmmunity social service efforts through monlh.ly payroll deductions. Often the company provides an endorsement o( the campaign by ma.k- ing a corporate.or lc,adenbip. donation. In larger organizations. thr company~re• senlative traim representatives in e:ach department lo do the personal asking. This hierarchical S)"ltcm uses opinion lcaclrnhlp. personal in0uentialJ and one-on-one communication 1upported by rollatcra.l materials lo reach hundreds of thousand, o(peoplc wilhina community. Ne->erthdess. iii• hlghlylaborinlensiw. even though the laboren are vnluntec:n.

Segmented and moderate ly interactive Tactics in the middle o ( the grid - segmented and moderately interactive - combine elements of mass and personal as well as inlei:acth,ity (see Figure 8.3) . Although not nearly u personal. this category ■till provides a blgh.ly lllrgeted message lo a larger target audience than penonal communication typically can. Tbest- tactics use, or 110metimes establish. a channel that is sprdflcally designed for an already scgment,'11 public. Good eiaamplcs include blop and sprdal Inter· est magnines that are clearly designN and target,'<!

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lo met't the, nN!ds or a very specific group. Other eumples might t,., a shareholdn m""llng for all stocltholdc,rs which. In some companies. clll> be LhoUSlll>tls or people. or mobile phone apps providing II specific kind or service. The scgmcnllllion or able channels also allows for the effective use of this kind o( tactk.

These types o r Lactics are more intencti~.,, than mus media. Because the lllrget audience is an interest group, it tends to be more responsive to surveys, and more active in initiating feedback. phone caJb and emails. This environment is perfect

for communk:aton to build in respome mechanisms Lhol provide, the lnll'l'llCtivity necessary for symmnry In t-ommunication with the orpnizatJon·s key publics.

further. b<.-cause the segmc,nlt-d chonMI hu already ldcntlllt-d the needs or Its audience. It iJ • f•lrly aimple mntter for the public relations practitioner to tap into and hclp uti1(y thote nN'dt. Such channels are otlcn shorter on funding th:an traditional media ch&mnell and are therefore hungry for motcrlnl that honestly meets the needs or their audiences. II is to the practi• tioner's advantage to identify such channcls that tar- get the organization"s key publics and t o include them within the plan to build strong, mutually beneficial relolionahips.

Most internet tactks. including websites. typically fall in this moderately interactive a.nd semi-persona.I cat egory. All indicated earlkr. websites today ■re prime real utate for most org.anizalioru. They rep-

resent the company to Its 1takeholders. They an, u important u D atorefront o r headquarters building and repre1enl the primary communications h ub for many organizations. As a result, websites must be c:amully planned and Intuitively orga- nized to communicate messages t o key publics. One public,jounuuists. for example. should be able to quickly find an organization's online newsroom. Each element o( the ,..,,bsite should t,., mapped out like a separate tactic with particular publics. put· poJeS and messages in mind. From frequently askrd questions (FAQs) to co,porate hi1lorles and product informallon pnges. lhe ~ and setr•inlerests ofvvious key publics should drive the m essages for each demenl and their delivery, Jounuuists get• specific message aimed at them from the online newsroom. Investors get their own mo,ssage from the sometimes pusword•protccted c,lemcnts t.nrgeted at them. Consumen get their rpeeitlc message from product information pages on the web- site. The, vvio111 key publics acceu thc wcbslt<- t o mttt th"ir nct.-dll. Thdr DN'ds are all difl'en,nt and their messages public-specific.

The savvy practitioner will always remember that today's publics dlfl'er Crom pub- lics or the past in that they have much more control over access to information. Put practitioners had the control over ch.annels, messages and their delivery. With the rise ofintemd communication and pllrticularty the explosion or social mf.'dia. our publics now control how, when and where they receive messages. and they are also in a new role u sendeno f meuoges. They vacllJate betwt,en being hungry for lnfonn■tion and runing it out because o( overload. And thcy control the switt'h. I n this environment. public relations hu b<."COme the content p rovid.,,. giving rise lo the mantra •content is king.· Such an environment reinforce, the necessilyof publlc-sp,,cific nieuages (or content) deli,,-.ered by channels and tactics our pub lics themselves choose to ac,:ess.

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Mass-produced mass media Although w,, pronounced mass ml'dJa Dt'-arly dead. nu,u-produ~ and l1\UII mrdla tac:Ucs still luve their place in some campaigns. The use or electronic medUI to broadly dineminate messages will undoubtedly keep I.bu category alive for yean, to come. The technology facilitates broad coverage of certain publics that proba• bly would not be reached any other way. Nevertheless, it is important to remember the advantages and disadvantages of specific DUI.IS m~'<li• channels a.nd to use them appropriately. F'1rther, just because we use mass media does not mean.,.. are target- ing a mus audience. It ls Jiut as important t o segment publics a.nd design pubUc•spe- cific messages for mau media u ii is for segn,r_nled media.

Mass medla CD.D provide lmmedla<.-y, crcdlbilily wid a strong impact. N""'\!rtheless, prllctltlon"rs often t.ake a paulve approach to mus media placcmenL While we can't diredly control news placements, there are communication tools available that help ua be more active in buJldlng relationmips with media. Artivr corporate Twitter feeds. VouTube chann els. "t.ellite media tours. synd.ica.l.ed columns o r progr.uns. B-roU accompanying video nrws releases and other tecbnlques can belp get a mes- sage used more readily tlun it might otherwise have been. Such tactics can be quite effective if you remember a few important guidelines:

lleaJme familiar with your media contacts and work to meet their needs as they me.ct the needs of their audlencet. Be, familiar with thcir past work and wlut kind of material they prefrr. Your job is to help IDllkr their jobs rasier. Know the media !Dllfkel or audiences and adapt your material to meet their needs. Don't exp«t mrdla t o accept copy o r programming that Is blatantly self-serving. You must provid<, solid news. Locall:re your material Wbctho,r ii ls a video nL'WS releUl', a foature story o r a public service announcement. unleu it specifi.cally targets the local commu• nJtyltwillnotbeused. ForspecW.interestmedla-print.broadcutandonline- the community is not geographical. but it ls still a oommunity.

• Provide quality media products. Use their writing and editing style, and pnr vicle crror•frec copy well in advaoce of deadlines. Provide a consistent point ur contact and train =lives aod experts for Interviews. Select interviewees who are knowlt!dgeable and personable. Don"t call a newsconferena, unless you hove a story that legitimately require■ one. Lr It can be handled in a ne,n release, •tatcmenl or interview. do so.

Sponsored content and social responsibility The digital disruption is not just upending traditional editorial coverage - it is alJio changing how news and Informal.ion are funded. The price o f digital ad,'l!rtising bu declined by 75 percent in the las1 two years. Media outlets now generate more reve• nuefromcirculationthanfromad,~Andagrowingpen:entageoftbecontenl we consume is p:tid for and produced by public relations and marketing people. This ..,.,....re.t content differs from the ach..,rtorial placements of a deode ago in that It ls u wdl• rcad as regular editorial. further, brands nod companies are inaeuingly looked upon to address societal nttds. An example or this ocrurred when 13 branda disassociated themselves from the Los Angeles CUppcn, after racist comments ..,re !Dllde by owner Donald Sterling. The brands acted on their own and more quickly th2n the NBA. which e~..,ntually banned St.erling from the league. CVS plurmacy

~ SNnuan cont r11 ~T111· MVHT II~ Online tditorial conttnt paid for by• company t!Yt Is desl.,,ed to fttl rncwe like re1ul1r tdltorill content"' It Is less lntruslw.

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announced it would stop selling tobacco products - " highly prollt:ablc 1egmcnt o f Ila b111lncaa - b,,cauac, the product conlllcts with its minion. And Gap nised its minimum wage for all employees. leading a trend that b.u.-pt the nation. Theae organizations all moved t o put societal needs ahead of money.

What's happening now Is a convergence of market• ing, advertising. digital and public relations into what Ricbord Edelman called. "communications nuvltet- ing." This is storytelling through carru,d. owned and paid media channels. Edelman (2014) e,cplained, ""!'he goal o f communications i• to provide information that moves people IO action. I believe that the market it beginning to umknland that marketing hu things

bnc.kwnrds. We believe in communicatio.RJ marketing be<:auac, it Is hued on ,ub- 1tnnlivc s torytelling."

There Is little doubt mass media has a role to play In this emerging paradigin. Cornmunlcaton will co.ntinue using mass media exten,ively for message dJssentl. nation. Make ,ure JIOU ut.abli&h strong media r•lallonship• based on honesty. tnut and ethical practice to enbanre your ability to use mass media to target key organi- zational publics.

Other considerations in selectin1 tactics Allho ugh tactic selection should depend primarily on the public and the best way lo reach them to accomplish your purpose. the content of the message will :alto be a determinanL For e,wnple, detailed messages with lots of information usually n,quirc a printed or onlinc ml-dium that llllows a recdver the luxury of rereading or lludying th<- contcnL Similarly, broadast meuag,,s must typically be simple and highly memorable becauac, Chey cannot be reviewed at will unless I.hey are also posted on the Internet. ln both of these cases, the content and length or complexity oflhe message are factors in media se.lection.

Further. the practitioner should consldu the degree to which they control the m edium selected. There are two types or media channels: controlled and uncon- trolled. Controlled channels allow the practitioner to dictate the content. timing and ptacem.ent o r dutnoution. £:amples are p11id advertising. trade uiows. twttts and organizational websites. Such tactics are entirely designed and written by the oommunicator. No lnten-ening ptekeepcn alfect lhe final product and ils pla«- menl Nevertheless. that advan~ is tempered by a typically higher cost and lower credibility. Publics are ,.,,_11 awan, that controlled toctics convey exactly what the organl%atlon paying for the ,pace wants. There b no doubt In thr con1umer's mind when they are reading paid aclwrtising. that the advertiser Is telling only one side of the 1tory to motivate consumer purchase.

On the otlw!r hand. uncontrolled channels are typicnlly mo.re credible because of the lntuvention o f a th1td pa.rt)'. most often a r1'porter or bloU"r. They are usu- ally less costly because much of'the ,...,rt, is dome by the "objective" third party. But the practitioner Is unable lo dktate the exact copy or message. placement or timing. The risk that lhe message may be buried or dutorted Is the price paid for credibility gained through pen:eived third-party objectivity.

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Finally, you should n,mcmbor that combinatioms of tactics an, often prefera• ble to t.adics used indlvldunlly or in IJOlatlon. If )'OU determine that a crltlcal com - pany policy statement included in a pn,ss kit may not be fully appttciated by key opinion leaden unle•• you use o more penonally interactive tactic. mall It lo them sepantely with a handwritten note from an organizational executive or some other influential indicating key points that may speciflca1ly interest them. [f you thinlc your key inwstors need more personal attention reprdlng the IAtest 1toclc jump. email them a copy of the news clipping with an FYI comer notation from the presi· dent of the company. There areanumberof-ysto "]Personaliu" existing mass and segmented media messages.

On the other b and, some personal and interactiv,e messages may be made man through media covuage. editorial comments or on line pc»ting. Howi,ver, use care when deciding whethcr to tum a personal message into a mass message. It may no t only dllute the appeal. but It may alienate thoac originally touched by the peraonal message.

Some communication tools lend thcmschu t.o all three categories of tactics. A special event, for exam• pie. may be designed lo be personal and interarth,.., (lib a private dinn<'r fo r • major donor). MglD<'nled and moderately interactive (lil<e a media tour of bcil- ities or an awards ct"remony} or mau-produa.-d mass media (bu the Democratic or Republican national conventions}. Turnlng a special event into a media event requires that care be taken to stage the event with messaging for the immedia.te attendees, but it must be packaged In such a way that the meuages will also appeal tu viewers and Ustcners. Just ttmt,mber that "'"'n though a special event is organized u a ct'lr- bration ouome o ther rout inc commemoration, you've wasted the organization's opportunities and re~ lf you don't also uac, It to convey primary m"-"AgH l o key organiz.ational publics.

Additionally, combining tactics stimulates grrato,r care in assuring they are integrated to ,upport and enhance each otb&. Using ruunetags at a staged aTDI can be planned to strntegicaUy s upport other tK'lia. You might color code the tag,s lo identify separate key publics and prepare separate pockets of supporting materials to be distributed basL-d o n name tag color. All tactics should be dc,-eloped to magnify the dfe<t of ~ r tactia. They 1hould be timed to support and enhance each other. The whole of Lhe tactics support· ing any strategy should be greater than the sum of the parts. They are likr pieces to a puzzle that must inter• lock and intertwlno, for the complrle pic:-turc to appcnr.

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MATBIK APPllID Message design, strategies and tadlcs Orn the Arizona SUD Dlpartment of Hu lm has lde_ntifie:I which tty publlts Mild II) bt motlvattd II) - lhe cha!- ... ~C..S by the rtant outbreak of bubonic pl...,e In nnl •n•. the mt. must drv1lop effectivw ffltiQP dnil" and do!,wry lot N<h public. This u.,mp• will t ow, m•~ dl!sl!n- >tr;rtqlrs •nd tactics for cutdoo, rKrtllllonaftsu.

OUTDOOR RECRUTIONALISTS' MESSAGE DESIGN ~ _..,. •- 'itlu c-.n h1119 many more MHons of outO- fun by p,-11c.1nt sm,rt Jll'II'• p-ion. feca ...........

Bubonic pl,tue Is • dudly d luue tQnsmltted by fleas thu .,. often ~ ritd by anlm•I• ond rod1nts In n,QI artH. This plaaue 1, btlltved to bt tilt CIUS, of the Black Ot•th th.JI lw.pt thfou1h Europe In tht 14th ctntury. The Plillue ha• been found In rodents llvin11 In rur-.1 •us of lhe >Ute. To •tar hNlthy •nd ... ,.. •lw•vc ... ,n ... , -II- tonnlnlnt OUT • .,..ue to both ••In • nd dott,lnt wi..n in lhe outdoor._ Stay-~ from debris and olher ..-us wilen, IOdonts ~hide.New, touch °' hanlle wild 1nlmals °' rodents. Wur JIN)ffttiw d othln1 •• appropri,lt0>. Tell your friends about the outbn,•ak •nd •ncOUQfe them to prevent the spn,ad of the pl•tuo· r.o to-.Ufilhtsp!atuo.org for more lnfOffflation. ■AZ!itf,tspb9UL

~ -... ,_ K,,_ the symptoms of pl,tut lnftctlon ,and sHlt Immediate mtdlcal atttntlon If you haw •ny symplDffiS. ~, life c»ptnds upon it. s. , ••• ,, ........

f1btue m,nlfnts Itself with flu -Ille• symptoms such•• xhH. ,_r ,nd chills. • The most obvious sympt om of bubonic pl•1Ue Is ,n Infection of the lymph !llands. which become swollen

and p;alnlul. • Without trntment .. bubonic pla1Ue kills~ i- out of Uva lnfwcttd humans.

IWlplt pow,tllllly ln!Kttd wit.h the pl,tut ~ lmmodiaUI tru-t ,nd should bt tlvtn antibiotics within 24 hou .. of t!le first sv,nptoms to prewnt dNth, Pl'IU"- an be !iUCCOssfullv truted with antibiotics if GUlht urty. Tell your fri"-"ds •net encouQle them to immec1lat1Jy- • aoctor If mev ,,_ svmplDffls. r.o to-,.Zfilhtsplatu••~ for moro inlonnation. And its on f,ctboolc at AZf1'htspllliut and follow us on 1WitUf @AZfllfttsplatut,

OUTDOOII A.lCIUATIONALISTS' MESSAGE DELIVIAY sc..eo,, - Raso awlltftHS amon1 outdoor -,-atianallrts of the bubonic pl1p thrHt ind p,ewntlon throutfl retai•rs of recre,tlon products 1nd rental aqull)fflfflt outlrts. 1acdaz

Ltttet hom st.ate hl.alth director ond s-no, e•pginlnt lhrut 1nd ,skifti ID< cooperation and p,rticipatlon in ,n awar-u •nd p,..,.ntlon ump1l1n. Follow-up calls to rml•rs and renul outlets ID oncourace pa,ticlpmon In the AZ Fichu P1111ue c.amp.111"-

C: IIA.P'TI:■ 8 11,uagn.. alratrr,in and ladia 111

lnfcrm•tlon kit< contlJlnlng: • Posters to be di5PlaYftl In stontS. - Flyus to be dlttribuud as 1J.ot ~rs with uch pun:h-. • F•ct sheet to, emplo-/tti with sunestld preventive muwres illld • list of si,nested products. links to participating ret:;oile,s on Ille - ·AZfiihlsplap.o'!-W. FilCl!boolc p• a nd Twitter.

_...,, ,_, R- alRftness ""'°"i outdoor n,Cffationallsts of the risk of JIQiUI in cuuin an,as thr<Jlllh ur- ptld nterullon•I vtnuu. 1llr1b:

Sflns pn>mhwntly placld at trollhods. amp sites and other m:n,ational wnues with QR code link to AZ FJtht< Pla1u• website, Facebook !I'll •nd Twiner. Posters at fee stations -,d infonnation booths. ~rs dls11lbuttd by p,111 ,.,11r5 and wnue employees at fff statloM. lnfcrmallon booths and park <hops and re-staur~t$.

lnfcrmatlon and AZ Fftht.s f>btue links on otfldal BLM. Fon,st S.ma and stab! and Natlomil Part ~ n,se~lon and permit websites as part of the purchase pnxen. Tag relevant Fzl!book ;md Twitb!r posts with #AZ.fiihtspl~

_...,,,._,Use sadal nwdia to motivne outdoor recrealionalists to tfflllloy pl~ p<ftl!ntion behaviors and -k lmmtdlatt medical trNtment when nKtsnry. 1llr1b:

uunch offldal Arizona Flt"ts Platue wtbslt• at - .AZfithtspl'tue·Ofl. whkh lndudts: • Fact shttt about bubonk pl...,...

• Map showtn1 arus whete p~ut has been confirmed. - P,...nllv• mtHum ch«ldist, • Bubonk PiatUe infection _,,.Int sflns. - Medical tn,,tment options.

• Unk to VouTubt Al. FithU f'btlM video. - lnlo!raphk about pl"'!!Uf risks. pn,wntion and how to identify symptoms. •FAQs. - Participating rtuiltr links with dcMnl~blt posters and flye,s .

• Unks to recrutlon•llsts· blot postS. Set up Factbook ~ -,d Twitter fNd ,.,turi"I nn,s and infonnation (similar to w1111site) on pl~ and platut prtlllfltlon Unklnt to p,,tklpatlnt tetaikrs and 1tntal outlets. Sm•rt media rtleose to recrtational bloner1 •nd local TV/cable NIC,..tlon shows on pl•1ue. symptoms. trul· mont and prevention.

Links to Fattbook, Twitt-. and otfldal pl .. ut webllte on state and county .. nue sites H Wtil Hon -ltts of 11oups, dubs - ,ssociations orpnized an>Und outdoor rOC1Ntional activities such as four-whtelinl- rack dlmblnt, hlldfll and mountain bikini. You Tube video about pl~ provention and wamlfll signs that con be shan,d throu1h social media ch;mnets. l~raphlc ~out plap rim. prewntion and how to identify symptoms.

111 Oil.A.PT&■ 8 Mruogn. ,ttvlrs,iaandtlldia

("'rp!ltirifl in,rth,irl11 It rti,•~ The procrss of developing communication tactia must employ creativity and inno- vation. 1be Strategic Communications Matrix provides the lllllllytical frame•-ork necessary to dwmel creativity .in the planning process. But it is also necessary lo channel creativity at the, tactical level. Othc,rwisc,. the creator may loM> the, proper focus on public. purpose and message.

Strategy briefs The s«ttl to maintaining foau in the creative procus al thi, tactical ICYt!I is to employ an analytical tool used to design the mntent al a tactic before actually pro- ducing IL Strategy briefs have bttn devised for lhi• purpose to supplement and extend the strategic planning procet:s. 'nlke :a minute to study Figure 8.2. Slr.ltegy briefs are simple oullioes uniquely tailored to the development of a speci.6c tactic. They uk qu<flion1 and contain categories of infonruation for the strategic planner to complete before beginning work on the speciJir:, tool or tactic. They ensutt that tactic:o will be consut.ent with Lhe overall plan and that all Important details are included in the copy or visuals. Sim ilar to an outline used to organiu and detail a paper or presentation, th., ttnat.cgy brief 11 a.n analytical piece that joln1 lht' public. purpose and message in a logical, P'-'Buuive fuhion .

Each tlr.ltegybriefbt'gins by ldenlifylngthe key public. which mom beon,, olthe publ.ica identified in the campaign plan and the public for which the strategy sup- ported by the speci.6c tactic was designed. U your str.ttegy brie.f begins by identifying a public who is not in your strategic plan. then )'OU need to reevaluate. Either )'OU neglected an important public in your plan. or you're wasting time and money on an UMecessary tactic. The strategy brief also states the desired action as well as identl- 6e1 the key public's self-lntcrut as par1 of the appeal.

The brief then gets 5P'-'cific in terms of details. Kttping i n mind the public and purpose ldo,ntlfiNI at the top, It asks. what att the primary and 11<.-<:undary mes• sages that I.he key public needs to receive to understand and perform the desired action? Tbc,Je become the copy for your tactic and. in eft'rct, the first draft of the, communication tool The message1 are pulled from those you previoualydesigned for this public in step five of the matrix and should be stated spcclfically enough that another member of your campaign team. your firm or your depar1ment in an organization can edit and produce the mmmunication tool without much other information. The messages conlllin each piece olin.forrnation necessary to inform the public and motivate them lo acL That means.. for example. that you must be spcci6c and accurate about dates and limes ol event• you are publicWng. provl.de contact information for individuals to ...,quest mo..., information and include ata· tiatica when suppor1.ing logical arguments.

Aller identifying the meuage, to be ulCd In this product o r tactic. the strategy brief requires you t o list opinion leaders and how they are used either as part of the messages or in distributing the tactic. For l!ltlllDple, in a brochure on P'-'l'IOoal hygiene for low-inmme parents. you might use testimonials or information from a recognu.rd be;alth care p rovider. You may also ask nurses at £rec clinks to distrib- ute the brochure. Both methods use third-party influentials or opinion leaders to strengthen the, appul.

Mm swe to include specllk details in )-OW- stnt c,gy brief. When the brain Is in tlw, analytical mode. you can dclrrminr exartly what Informatio n mu1t be Included to accomplish your purpose. But when the bnin 1hifts to the creative mode, you may &ii to include critical information in lhe proc:,,u of cruting great copy. You mwt channel )'OW' c_reativity by knowing the public. purpose and meuagc. and then )'OU mwt c:beclt the resultant creation against the stntegy brief that your arualytical mind created rore lfl-ctiwncu.

The m-frequentiyomitted detail in primary and secondary messages (orropy) is thl' information that provides a way for the publlc l o do what you hnw, ulced lhem to do. Nothing is more frwt:r.a.ting lo people than lo be persuaded to act but not be given the information necasary to do so. P"°'ide a phone number to call, a 1"Tbsite t.o get mo re infonnution o r spttilk imt ructioos on wh11t to do.

Next. the stntegy bril'f details your distribution pllln. lf i.t is a media product. designate each tpcdllc media chaMcl (telcvuion o r radio ttnllon. ncwspap,,r o r blog) that will reeciYe the tactic. Indicate the delivery method nnd If any follow-up bl required. If It is a brochwe or llycr. l nclicate how it wiU be distributed. If It is your own blogposl. lcll how you will direct otber :IIOCial media traffic toyourposL

Appendix B contains strategy briefs for 23 diJierent tactics. These include tools like a news n,leue. w"1>1ile. sp,,cial ewnt. in.fog,,aphic and vlck,o. Eaoh slnal"l!Y brief has been appropriately al.tered to request the specific informati.o n needed for that tactic. Although the strategy briefs p~ in this text C0\'1!r • wide range of com- munications tools. you can create your own bridforanytool )-OU wish to use. Before designing your own strategy brie!s, make SUtt )'OU underslruld each communication tool o r product well enough t.o custom design )'OUr own briefs.

Remember that the stntegy brief is an analytical tool wed to guide the develop- ment of creative, product, that will support )-our stntegic pbn. Eac:h must conta.in lhe specific detail lh11t you determined was D«esslll)' to inform. persuade and moti- vate lhe public to action.

Tho, use ohtrategy brids will saw, you time and (rwtratio n in the d,,wJopment of your tactics. You should spend mon, time cleYl,loping your strategy briefs than cn,- atlng the actual tuctk1. You will find that. if you plan your llratL'I)' briefs °'""fully and completely. your communication tools will always be o n target and will take leu time and money to cl't,al e.

Once a communication product ( lactic) is complet.ed, you can use the strategy brief to succinctly explain your product's pwposc and use. lt will demonstrate the quality o r )-Our planning and the strategic tho ught behind the development o r each tactic. It nlso shows your client or manager that the product was the result of systematic planning and thought. Effcuti,,.,s will be more assured o r the wis• dom of committing n,sources to production when products have been designed to achieve the purpose identified in your c.ampalgn to reach goat. and o bjecllves aln,:idy established.

~ 11 n, n, !l rv

Mess:age.< att the way we get a public's allc:ntion and provide the information and motivation people need t.o acL Primary messages contain what we want a public to do and appeal to its self-interest in doing thaL Secondary messages provide aU the

111 c·H.A"lt■ 8 J/tuQflf._ •lrat,yin and tactia

detail necessary lo •upport the primary meuag., and fxiUbll! lhc public:'• accom• pllslunrnt of your purpose.

Carefully planned strategies nnd bctics will ensure not only lhal your menaces reach your bugrl publics but also that they motivate a desired action or behavior. Strategies drurmine which channel• are most appropriate to reach key publics. Tactics detail the creative tools designed lo convey your messages aod solicit action from your key publics. They are the specific tuks that are tbe implementation of the campaign. Strategy briefs are used lo design rommunication pieces that are roosis- lent with your overall strategy and plans. They also make sur,, important writte_n and visual details are indudrd and the de1ittd action from key publics is clearly stated.

Beca~ many practltioncn oRcn find themselves choosing and lmplemcntlng the ume strategil'I and tactics over and o,·er. it iJ Important to remember the nffd for creativity. Additlol12ily, tactics are best d>ORn by how much inter activity and pcnonallution i• requin,d by the llrategy. Don't fall inlo the trap identllled in 1hr qu.ote at the beginning of the c h:apt.er that reminds us. -ractics without Arategy is the nobe before dftraL • Strategic rommunll:atioo requires creative thlnkiog and implemeobtion. particularly in the planning of strategies and tactics.

l. Look up aMoun,cemenls from corporations that b:ave recently railed tbe minimum wage for thrir workers. ldrnlify 1hr primary and keondary mr•• sages they used.

2. Next, d raR a strategy for lbo1e companies' emp.loyees lo communicate lhe n- wag<, policy through social media. Select ,pecitic tactlcs that you feel would bi, most effective.

3. Watch local n-• to discover an organization running a campaign to solve a problem or meet a challe.nge. Try to idrntify all the strategies aod tactics being used lo ,end mruagcs to the publics. Evaluat., the elfcclivcncs1 o( the stral• egies and tactics ;and think about how you might haw designed I.hem dill'er- enlly orient lhem through dllfen-nl channels to mwce them mon- elfectJ,~.

References and ~.rlrl; tinn ,:) I ,-/ll~"i rufc Allcrg)' F-,.'d>silc. (2013). www.zyrtec.com/pulion/bnuty. America's biggest l'ood chains. ranked. (20U. August 9). HujJington Po,t. Retrieved

rrom ht!frJ /wWW.hulllngtonpo11.com/20IV08(09/am.,rku-bll!3Cll•tu1-rood- chainLtL9222,4Lhtml#1325608&titlc~1CLSonic

Barclay. E. (20U. Al)tll 19). With lawsuit O\<tt, Taco BcJI·• mystery meal Is a mystery no Ion• gc.r. NP/!. 11.-lrin'«I rrom hnp:/fwww-"l'r .ol'l/hlopfh<,allh/2011/04/22/135539926/ wilh-lawsull•O\~r-taro-bclb•myslcry•mcal•b · • •mystery•no•longer

CIIAPT&:■ 8 J,(n,agr._ •lratl'gin and tort.b 111

Beasley Allen Law •·trm. (2011. Janwuy 21). Beuley AU"n Illes hnmllt ap.ln,t Toco Bell on behalf olall mn•umers [Prus RC!leueJ. Retrieved from http-J /www.prnrwsw!n,.com/ new••n:lellJcl,lbeuley-allen•ftles•l.lw,ultapln.i•taco-bell-on•behalt•of•all•con•um• ..... 1143810'U.html

Bn>0m. G. & Sha. 8. L (2012). Cutlip and <Ant,r._ EJftctiw Pub/ir Rdation• Ollh od.). Englewood Clill's, NJ: Prmtitt-Hall Inc.

Oio HealthCare 2013 W111DttL (.2014). www.cUohealthcarc.mm,'wlnMn...mcdJn20lS/ publi~

£dclman Worldwide (2018). 20/BEd,lman 1nt,1 Baromdrr. Re~ Crom bttps://cms. edclnuan.co n,/sitcs,'default/fil<l,'2018-01/2018'll,20Edelman'll.20Tnllt'll.208'>rome• teri1,20Global'JUORepor1.pdf

Edelman. R. (2014. Jun, 26). Slol)'ttlUng @ the .,peed o f n ow. Z0/4 Arodmtir Summit. Spc,ccb giv,,n al OcPaul Unh-.enity. Chicago.

Gaft'ney. J . (2013). Brand•iM0\'11Lon.com/ bl011/20l3/09/0S/ll)'l'ltt•hu-dlgltal -cun,-for • allergy•("'-'<'.

tulnsworth. B. E. & WU.On. L J. O WA). S1n11.egtr program planning. Publir &lat/on• lvview, 180). 9 - 15.

Horovitz. B. (20U. Jarunry29). Taco Bell fighu berf chargeswith •trutJ,· adJ.1DJ1ycounlrr• •u~. USA Today. Retrlewd &om http,//W<atoday30.1Uatoday.comfmon•y/indu,trlu/ food/ 20U-01· 28•tam-beU•adLN.htm

Howard. C. & Math.,,..._ W. (2000) . On Deadline: Managing M,Jia Bdatian, (3rd od.). Proo- pect Heights. IL: Wn,,Jand Pn,u.

Johnson. Z. (2018. Junr 6) . How many,..,bsitcs and biogs are on tlw, inlrmt'L? Blogging. org. Rctrlc""'1 from https;/ /blogging.org/btog/how-many•web<ites•and-blog,•ar•• on-the-internet/

Kerley. P. (2011. •·•brwuy 17). What brand• can 1<,arn from Taco BcD'I ooclal mc,dla l.lwsult dercn ... Mtuhablc lletrir\-.,d from http://muhabll'.com/2011/02/17/laco•bcll -1ocial- mc,dJa-dden.oe/

L.enhllf1. A., el ol. (2003). 11,c, ev,,Mhlfll"l( lntemrt popul.ltlon: A new look at lnlrmel or<:cu and the digital divide. Pn, Internet and An,rrican Lif• l'ro}«1. Rctrie""'1 from www.pcwlnlem•L"'ll

Lukovitz. K. (20U. June 7). QS11<: Taco Bell shows (posltiv,,) perttption uptttnds. M ark,tfng Daily. ~ from http;/fwww.mrdlapo,uo,n/publlcallon,/ artl- cle/J51946f?print#axzz2iQPuYGWt

Ma<Nla. O.(2DU.April 26). 'taro Bell still basbe,efwilb firm tbatdropp,dlowsuiLFox Nrws. Retrtt'\'<d l'rom bnp:/ /wWW.fOXn<WJ,com/ ia/20ll,11)4/2'i{laco•bcll•thtta1e111• su.-. law•firm-brougbt-bttC•suit/

McConnell. A. & Bhuln. K. ( 2012. July 12). Ranked: The most popular wt food restaurant, in America. &ai,- Insider. Retrirvrd Crom brtp;//v,'WW.busineuinsider. com/ the• mosl•popular-(ut•food -...,.taurant,•ln·amcrlca•2012·7?o.,.1

Neal. R. (20U , May 29) . Wbett'1 tlw, bttl? Toco Bell eamin,c, take a hlL Knox y;....._ Rctrle,-.,d fro m h11p;/;,.-ww.ltnoxvicw1.con1/ node/16397

New1o m, 11. Turk J. V. & Kruckeberg. U (2012). 1'11/1 I, PR: TPw Rt'Oliti,. of Public RdC1tion1 01th od.). BclmonL CA: Wadsworth Publishing Comp:iny.

Och,s. S. (2011. Au,ttll). The 2011 QSR 50. TM QSII. Rctm,-.ed Crom hllp-;//www.qnmaga- tiM.com/ ttporb,'201 l -qsr-50

Poggl.J. (2013. Ott.26). New TV nrtwodc.ucoreard: Eigh1cablectwu,c,ls LO watch

in 2014. Ad-.orrri,ing ._ Reuin-.,d from hlt p://adage.com/ article/ mcdl.l/tv•net- works-scorecardclwmels- Wlltcb•20lol/245770/

,,. C.NA."D. M,aWlfl('I, dtvtrll'ffandtortia

PollocltCammunlcations. (2014, M•y 17). How social medb 1w chll.nged l~WllY'"" com• munlatl'. PR Bu= Rrtrlc!vrd from hup:/,.,..,.••dpollodtpr.com/2014/05/17/ soclalmr· dui· changed-way-communicate/

PRSA.org (2014). l!d:rieved from http://apps.prsa.org/Searchllesults/ down· load/ 6BW•1402A09/IVA.Case..oc.ALLERGY..FACE..2YRTEC..Help1..lleauty_ BloomJ

l'RWeck A......i. 2014. bttp-j/award1.prweeku1.rom/wi~rt/2014. Saba. J. & Lauria. P. (2012.Oct. 8). Alter 79 years in print. lS.,,..,.....,k got'• digital only. Rm•

,.,.,, Rrtrl~ from h11p:/jwww.reutuuom,'1nlcle/20l2/IO,'IB/U1•nowswec.k•cllgl· 1alidUSBRE89HOL020121018

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Ta,o Bell bwsuit clissolv,,cL (20U. April 20). Za,ks Equity-· R,tri.....d from http,//

www.zacks.com/stock/news/ 51610,'Txo•Bell- Lawsuit•Diuolvcd Tucl<cr. K.. Derelian. D. & Rauner. D. 0994). Publk Rdation, Writing: An /au.,..Drivm

Bduniorol Approoch (2nd ed.). Englewood Cliffs. NJ: Prcntke-Hall. Inc. w,,_nnan. T. (2011. January 29). Taco Bell u11et lOdal m<dlatoward oft' PR crbls. Mam•

obi,. Rrcrie>'ted from b1tp://m•1hable.c:om/20l lft)l/281laco-b<!ll•10dal•medla-c.rilil/ Wllcax. ll. L., Cameron, G. T, & R<her, B. •L (2014). Pub/ic lklatiatu: Stml"lli•• and Taelia

O Ith tdJ. Upper Saddle, Ri""r, NJ: Pearson Education. Wylie. A. (n.d.) On mesng.-. Whllt'1 th, big idea? l~k~ Writing Tips. R<~ Crom

bnps://f....-..rltingtlps.wyllecomm.com/ Yum! Brands. (2011).Annwol RA,port 201L RebY\'ted from http:/ /wWW.annwoJreportowL

rom(l"aco1'20Bell/2011/Annual"20Repon Yum! Brands, Inc. historical prires. (n.d.). Yahoo! Finantt. lletrie\'ted from http://finantt.

yahoo.comfq/bp?ssYUM&a• OO&b• 21&ca201l&d~~ • 21&f• 20U&:g>d&z~• O Zyrttt YouTub< dwmc,L (2013). www.youtub<.com/Ul<,r/ -,,rt«.

CHAPTER:: • 19 • • • , /

USING SO CIAL AND DIGIUr MEDIA FOR MESSAGE AMPLIFICATION . . . '/., / . '/

· · / '~ bro.nd is no longer what we tell the consumer it is - it is what consumers tell each other it is."'

- SCOTT COOi[ rouNeaa or IN1'1JIT

LEAR NJ NC IMPERATIVES

• To ..-.U..d tho critical rol• of 5DCi• I mod~ in tho osu brishmtnt Mid mainte n• nc• of a br.ind.

• To know how to.,.. soci• I med I• tools to •nt~ with consumeB and 11:P( publics •bout issues • nd products.

• To bt .i. to t lfKtlwly Sf lKt t he but social ~ channels to ru ch U'1"t publics.

• To bt a i.10 <rH tlvely d u ign social media Uctics 10 Inform publics ond motlv•te their bthavlor.

171

m CHA.nu o U11'ns, NiClal and d igital mrdia for tm'IICJ1t amplif'troHon

__ .,,.,., 1/nbmAullnn

al Cltitd,o\ CYRan lnttffffltianal Al,,..,._

~ 5".0CIM. EDIA A cotlectiw of anline communations chamels thil itnables uwrs 10 ,,.,1, •nd ,Jun contfflt •nd paltlclpate In community• ~ Input, lnttfilttion •nd callaiKntion.

n April 9. 2017. three Chicago Aviation Security agents fordbly "'"""''t!d 69-ycar-old Dr. David Dao Crom his lM!al o n Unltrd Expn," flight 341.L Dao n,-

1i1tcd, and in the l'Mlling scuffle with tbl! agents his face smashed into an armrest causing him lo bleed. The agents overpowered Dao and dragged him down the aisle of the plane past 70 pusen• gers, some of whom ..-ere using their sma.rtphone cam- C1'1111 to document the situatiolL These videos~..,.,, soon posted on Facebook and Twitter causing-a socw media backluh against United'• he:rvy•hAnded response to an ov,,rbooked llighL Th<' IIOCbl media llrel1o rl'IL and subsequent mishandling of the crisis. resulted In a SI billion-dollar lou In marut Vlllue the follm.1ng day and exacerbatrd ling<'ring reputntio nal issues for lhe airlJne. This incident dc,monstralL'$ the Immediacy and power o f social media to s hare info.nnAtion broadly. It auo highlights the fad that organlutions are under ln- c rell.l<'d KnJtiny from publics who have acceq to tbl! same powerful technology that Ibey do.

Alternatively. a significant event in 2013 under • scored Twitter's power lo belp build brands. When the lights went out al the Superdol'O<'duringSuper Bowl XLVII •18:38 p.m.. thet'n'•Livc team al 360i and On,o seized the moment. Within minutes the brand had twtttcd a picture with an Oreo cookie under a rpoUlght :along with the phl'U<'. "You can still dunk In the dark.· The tweet lit up Twitter with mo re than 10.000 retwttts, 18.000 llk<'1 and 5,000 •hares in the first hour. In the end it earned 11,.., lim<'I as many media impressio ns as th""' were people: watching the game.

Will Orem us, senior technology writer at Slate. says, "So bowled over by Oreo'• display of basic social media competence were the nation's business IO<'dla that editors around th" country raced to be the first t.o explain t o an awestruck natio n exactly how I.be company pulled it o fr.• Headlines appeared in more than 100 countries. Oreo's agency summed ii up: One tw.,..t. uro mrdia d o llars. 525 million impres.sions earned.

So how did they do it? Sarah Ho f 1tdter. 3601 presid<'nt. t o ld Buzz Feed. "We bad a m ission control set up at our office with the brand and 360i. and when I.be blackout happened, the tum look<'d at It QI an o pportunity. Because the brand team wu th""'· it wu i,uy to gc,t opprovah and get it up in minutes. The brand's attempt to i,npge increased its visibility and showed its relevance.

Both oflhN<' -ts an, examples of""'""«" ampllllcalion through lloclal mrdla.

lo the midst of all the buzz, it migbt be helpful lo pause for just a moment to define what we're talking about. The t unn IIOdal aed.ili actually appurcd in this con text for the 6rst lil'D<' in 2004. Since then. many definitions hav,, been writtelL We lilce Wigmo re's relaliv.,ly roncllM! dctlnition: Social ltl<'dia is a roUcctlve o f o nlln" oom • municatio ns chann.,11 that enables uxnt t o create and share cont.,nl and partk:1- pale in community-based input, interaction and collaboration (2014). Examples

CIIAl•TH 9 lhi,,,, _iolond ,ngitaJ-iaformn,,alf'lanop/ificatian 171

oC some or the types or social media channels include forums, biogs, mkroblogs, soc:l.al networking sites, wilds, musk sites. picture sites, video sites and reviews and l"lltingsita.

Ma platform, social media provides important communication ach'lllltages that allow brands and organiz.alions I.a :

Engage with automen and stalu!holden. Develop loyalty. lnettue trnnsparency. Manage perceptions. Provide real-time feedback and customer service. Respond quickly during a crisis.

The unique attributs~ o f social media make it a brilljant platform to use In build- ing and awntaining trust with key publics. It's also• great listcerung tool to better urukntand what people are talking about and bow they reel about a product or Issue. Socl.al media is n ow u1ed exteruimy for communication. human resources. brand- ing. community relations, customer ser'\ice, fundraising. marketing and sales. All or these activities wen, made pouible with lhr launch of Web 2.0 around 2004 when technologies began t o appear that allowed usen to interact and coll•borate "ilh each other as c:n,ators or content that is shared In a virtual community.

Nnertheless, with lbr l'Kt!nt decline in trust or ooclal media pl.itfonn1. It is critlcal to use It respon- sibly and in ways that will build trust with key publics. As mc,ntioned in Chapter one, the 2018 Edelman Tru1t Baromet .. r found only 51 percent or publics trusted todal medb platform• lo provide acxurate information. Sina, people have greatt'r trust In aadrmlc and techni- cal experll. peen, business CEOs and their own employ• er1. it would be lmpor1ant for 0..- kinds o( opinion leaden and other soc:ial meclia inlluencen t o be a cen- tral par1 of your 10cial media strst.~es and tD<:tics.

Scope ilnd trends More people are u•ing JOCial media than ever. In 2018, the Pt"II' Research Center found that 69 pel'Ct!nt of U.S. adulu now uoe al leaat o ne IIOdal media ,utc. Significantly, the demognphia of the soe.ial media user base are now fairly repre- aentati"" o( the lurgcr U.S. population. But P"rhap• -,ven more inlere1ting i1 that thr avorage American now uses DI least three o f the eight most popular socw media 1itex: Twitter, l nslugram, FD<:ebook_ Snapchat, YouTube. WhatsApp. Pinterest 11nd Unkedln. Amo ng thlt group, YouTubc and Facebook arc the dominant soda! media pl11t£orT111 in terms of number or users. H-er. Snapchat. l nstagram and Twitter are used more oncn by• younger demographic (sec Figure 9.1).

Oill'erent social media platfofTIII also have different userengllgement rates, o r the number of times people""""" the platfDmL People, who u•e Facebook. Snapc:hat and lrutagram tend to haw the highest level or dally e.ngogement. H.aJf of all Fa.,.,book users visit the 1ite several times II day, and ""'arly a quarter visit at l"2St once a day.

~ l•IIUO-.K A type of blot that lfts users post short ll'XI upibm. Microb!Offint ~•tins•~ ohon ombeddod in social netwof1mi sitts.

~ WI' I A wob app ~ allows uses to add, modify 01 ~ contOflt in coU~tion .,;th oth8s.

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m Fftur9 9.1 __

With people spending so much time on social media channels, i t shouldn't be a sur• prl.., that u many u two-third• of U.S. adult.I u y they get their IIL'WS from aodal media. 0., tluit u it may. some plalfonns lend LhemsdYCS more to news conaump- tlon than othen. Whilr Reddit can't compete with F:aceboolt in number of u.en. It outperfomu Facebook in term1 of news consumption. Nearly three-quarten of Reddit users say the get their news from the Redd.it pbt!orm. Similarly, 71 percent of Twitter usen say they get their news from Twitter. Facebook ranks third for news COlllWllptioD r.tte.

1bewaypeopleaccesssocialmediabuclwigeddramatlcallyoverlheputdecade. Sina, the early 20101, smutphone adoption rates in the US. have been on the rise. During that time. mobile phones got bigger and Cuter and Internet dala plans got cheaper. Soclal mc,dla platform• launchrd mobile app,i that L,)uld aecc,11 in-phone cameru to create content. But. the growth ap.,.,..n to be slowing. According to the Pew Rc,aearch Ct'nter. ttthnology adoption in the U.S. hlll be,,n 1tagnant since 2016. i;:....,n Lhough g,-c,wth is slowing. the end ,-ult i• that a vast majorityofU.S. adult. u.., mobile drvlccs to acce,.s the intcmet 11Dd aodal media plruJorm... This mean, that a large pen,entage of social media content is now designed lint for mobile devices and second for laptops and other computers. This is important to keep in mind as

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)'OU select tactics and craft social media messages. Pay car.-(ul all•nllon to IIO<'.lal media demographic data when d eciding which channeh and dmgn pllllfonns will best mttl the needs of your key publicL

Social m ediia growth isn't limited t o the U nited States. People all ove.r the world ba,.., been joining and participating in social IIM!dia communities. The Globa!Webindex found that nearly t'VelJ'On" who uses the lntemet also UJCS social media. Not only are people acrou the globe using social media. they on, using it a lot. Global uscn hov,, an aVt!TagC of eight social m-,c!la accounts and spend 2 hour■ and IS mlnull!I a duy ~'O n• n«ting with frie nds. keq,ing up with the latest news. filling span, time und looking for l'ntertainlng content.

Co.mmuni.cators and marketers closely follow these tr.-nds in lntem"t and social media usage. Undtt1l anding ho w their key publics use these plat· forms allows them lo communicate with them more effectively. Marketing consul· tant and autho r Neil Pote,! explains it this way. " You' ve got to reach and engage with your audience where they spend time online.• He identified some recent trend,, that communicaton and markcten should consid e r when developing their social media strategy.

U.. lllnoalnt1 eudl.,,,.,, .,,.._ Social med la u1en cnpge with vldc,o content and want to..,., more of il.

~raarw_ll• Social media usen trust lnlluenc,,n and are m ore willing t o act when m otivated by an influencer they follow. ~ Facl!book bu the most uscn, but It ii constantly introducing new

features to keep its uscn lntcrested and engaged. Rttent addi tions include a standalone version of Fac.-book Messenger, a virtual reality product cal.led Faceboolt Spaces and an o n-demand video Jervicc named F-book Watch.

/tlaNfllngplatfvtws. Messaging app,; like Facebook Messenger and WbatsApp are increasingly popular. Using arllflcial Intelligence CAI) o r chatbots to e ngage with publics on messaging apps allow, o rganizatiom lo have conver- sations at scale.

Shr/n.. Snapchat, ln1tagram and l'lleebook all hu"" a St ories future that allow1 users to add images or videos to a chronolog:icnl narrative o ne fr.une at a time. Snapchat. thr platform that lnnovat-,cl the Stories format. bu 188 million daily active userL lnstagram Stories now has 400 million daily actlvl, us.,n. Tb" popularity of Stories sbowil a desire fro1n us..n for raw. unt'dllNI cont..nl t.h.at feels auth.entic and in-the-moment.

All,,_.ted reality. While not as immersive as virtual reality, this technology allows users to see the real world differently through their smartphoneL Snapchat·s Lem Studio and Pokemon Go are elCUllples of augmented reality.

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TIPS FROM THE PROS ~ The power of human-to-human marketln1

C--Galda, CI09'HV,._,leutl 1 3 ....... de!N3he-.i 1ui111a.San,...._,tt,a..,..,,,• ______ , ...................... ...... T"- Is no doubt that the best 1N1bti,. is honest. d1"ct and. mOJt lmpo<IM!tly, buman. That uld. connect!,. directly on a pe,sonal lev11I a nd communlutlnt llke INl people Is 1M1ely the Up of the kt!le!J. The lnll potential of humM•to•hurNn mall<tll"I IIH beneath the SU<fx1, ...,.,. a muslw numbtt of plOplt communkatt and share with each other freely. The powet of H2H Is tvm"'I your consumers into your nqrltne,s.

What dtfines many malkfl..s today is the ability to connect at•~ love! with fflltlllll'S that •1• IIHl&ned to be shaled .and then scaled. uafti,. • me5Q11f tlYt Is daiped t o be sha!Wd is easie< Rid ttun done. "1lll haw to think ~ a sodal scientist, constantly studyi""'whait peopie stae to undemand t11e psydDIJ!lY behind it. The mast common mlsub Is not asldn1 the basic question. "Will people share tl11s?" and, ewn woiw. radonallrl"f a neptlvt ll!Sponse.

Tab travel for example. We shan, ourtRWle,q,eriencM on social media boauwthey~eourprolile. Our lritnds • .._ In tum. curious •bout .....,_ we ..._ Fur111ermont. when we sha,. our 11- 1 operlenc:es. we &Ive au1 friffld• 1111 oppa,tunlty to com....nt •nd •-• t111i1 pn,1111 ~well. The typiail commtnt is ....,,.,h1n1 like, •t wu thel9 lut '/HI ... you should try (restaurant}. They malta the but . .. . • As a sodal Kientlst/m.atk11t1 In the t......i lndUilry, you ~ to cr1ft IMSlapS NI follow thd pnt11n:

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HOW TO UCOME AH H2H MARICETO 1. Resurch whllt people sh-011i1Nally rellttd to your lndust,y. 2. Amllytt tht contut •nd tffllds. 3. Hypothesize the rusons (p~I drivers) to wre. 4. Focus oo the types cf conmitthat ~ lhe mMI e,.i...,..,i. !(ftp in mind that sometimes slurin!.., be

selfish. but there n conunt/tOntut combln;atlons that .. socially •cllfflbl• and wa,rant men lffl_.,,__ 5. Cnft • b,.ndtd mess• thlt an be slwl!d by real peopll!. and m wlwtt.r you and othtrs would WM this

conttnt. Don't bl afraid to adopt the terms that your tarp! audleno Is uslnf Ol'lilnlally. 6. Alternatlvtly. dlllw< a all-to-Ktlon to share content thlt Is simll• to wlQC Is almdy shared o,wanlally bUI In

the context cf Vol# b,.nd, pe,Nps whh a brandtd hashtat- 7, If you are &ol"I to Acid III lnCfflllw to your call· to-actlon. make sure thlt It can 1M 11tend1d from the penon

that shares the conunt to otMrs. This will help enable• ch• ln reilCllon, Fo, u.,,,pl1. you can use sweepstilbs IM<h•nlcs wh111 those who _h.,. •re also panldp;at1111 to win.

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Are bigger and more popular soda.I medJa channels better? It depends. F1u:ebook. ror cnmpl.,, bad LS billion daily aditt IU<!n o n StepL 30, 2018. But that doesn't mean it'• the belt sociAI media channel for many key publics. Tolce a ,ituation where you want to communicate In a highly visual way with teenage girls. Pew Resran:h Cente.r data confirm that a large peraentage or adult women UR Faceboolc. although there isn't mudt of :a difference between the percentage or men and women who use the plal· rorm. On the other ruond. lhe cbt:a show truot more women use Pinter-est. lnstagram :and Snapcl,at than men. :an indication that these platforms may be more appealing t o your key public. Then again. are teenagen' social media ruobiu the ame as adults? You mllywant lo choose a more segmented. teen-friendly IIOClal media platform .uch uSnapcl,at or l n1tagn11n. But whidt platform will be the best option?

Fint. you might look at how many tttnagen UR the,e platforms. Data from the Pew Research Center uys that more teenagers use lnstagnim :and Snapdtat than Facebook. Ne:xt you might want to lmo wwruot percentage ofth.,... .-n are fem ale. The Pew research shows that teenage girls make up 75 pera,.nt of l nsugram's tttn:ag,, user base and 72 percent of Sru,pcli:at's. Now you might want to know how oft.en teem acce,os these platforms. The ,emi-annual "Taking Stock with Teens• survey reported that roughly the same percentage of teens use Sn:apch:at (83 per- a,nt) and lnstagram (82 pen,e_nt.) o n a monthly basis. But 45 percent or teens uid Snapcl,:at wn,; their single fm,-orite platform. compared to 26 percent for J.nstagnm. Finally. you may want to know bow teens want to learn about your o rpniutio n. The "Tiling Stock with Teen1· surwy shows that tee DJ pro,fer lo lt!:am about bnand products :and pro motions through I nslllgram and to mttUge their friends o n Snapcl,aL Based on thb Information, which platform wo uld you choose to reach teenage girls?

171 CN.A"U O U,ing 10C{al and di11ital mttdio / or ffW'UOJI" ampl;Ji~atfon

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What is the pl'OCt!SS for dt-ciding which platforms are best for each aucii.,nce and the xtJoru tksirNI? Hen, arr six (actors you .bould can,!ully ~'Onslder Whl'n wielgh- ing )'Our options: users, usage. engagement, rompatibility, SEO and po4.ential These factors should be analyzed with caml"'ign objectives, key pubUcs and big idea In mind. AJi markrting profeuor Keith A. Quesenberry (2016) explains. " 'Try on' exh social outlet, imagining the kind of content the social strategy idea could create from the organization. it. employees, nnd consumers.·

twra. The qu..stion or who Is u1ing each platform is mostly about demograph- ics. Use JIOCiaJ media n,searcb and analytia to help )'OU identify al leut five key demographics: age. gender. geography. income and educutlon. Additional drmogniphlcs 1uch a. ethnicity, n,ligion and wngw,ge con al•o be wry hc,lpful in undc,ratanding who is uting dill'en,nt social media platforms. Most or the platforms provide t his basic demographk profile information free-of-charge to advertisers and m;1ny publish it on thei.r websites.

1/Nge. Oner 1tt know who is uting the soc:W media platforms we're comidering. we need to find out how they're utlng them. What kinds or activities do users engage in? Do they treat the platform like a public diary? Do they use it to plan their wedtendJ and parties? Do they shatt stories? Do they post pictures and

United Alrllnes I Why does United Alrllnes break gulurs? BACKSTORY Country n-.isk ,.,,,., ;and sonp,lter Dave C•noll wn stunnod to Sft i..n. handlers for United Alrllnti tosslnt his b.lnd's ituuuments while un~lnt th1ir pl.In• In Cllk•ID• His band, Sons of M,,.MI~ was on t"-lr - from C•nada to Nobrasl<J to, • -klont canurt tour. Carroll says that• - sittinc behind them. w!lo didn't k.- tltrt Mrl musklans. ytll•d. "Mv Cod. they'ro ~I 1Ult.ars out thtro." Mike.

tho ~n pb-/9,. iool<ftlout tlwwlndow In time to <ft his barn tuibt bH>c hu,ed without retilld by• bilffill'" himdlu CiunJll's S3.SOO Taylor cul™ had alr.-ady bNrl toswd to the QnnK.

Appeals to, help from 1M lliihl at~ndant Mrl rlfflTtd to t hl ptl illlnt who IAUN thom to •nothtr •nt. who ,..111,rod thom to• Unhtd tmpl.- who said. · eut hun, that's why we rnako you sltn thew.iv.,;

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Tht .Jlrllnt had lnsl, ttd the - <hot.Ii their lns!Jumtnts, but h.ad not Jlwn t t.m a damagt walvt1. Rq;ardt1u. urroll's priud r..,tor jUita r h.ad bftn - •• IV d ama11d. After spendl"t nine rrlOtltM appaallns t o the airline to Pll<f hx the ll!p.Jlrs to his suit.Jr, the land ltadt!r dtddtd to t1tk1 matters into his,_, hands.

KEY FACTS Unittd AlrllnH ,equii.cl urroll to dlt<k 1>11 modtl 710 TQVtor gu<Ur. ~ S3.SOO. ~ h;indjers d~td the l"ffil' durint • plane chqt in Chi""IO- The cost ol fl!Pa lrs for u,n:,ll's prind guitlr tot a ltd Sl.200. In t ht nlnt months t hat CM!oll spent pttitionlnt tht alri lnt to tlMf ..,.air costs, ht spou with Unihd ompllJO/ftS In Can.cla, lndla, Chltaro and New 'll:lrl<. Unlttd Nn•lly dtnltd Canoll'1 claim and ,aid t he mantr wH cloud.

How would ,ou 11s, sodo/-lo t• 9111utftullon ?

CARROLCS STRATEC,Y " It o«Uffl!d to me that I had been fltjtti"I I kHi n9 b attle all t hh t ime and that fltltti"t over ltlls at all -s a wutt of time,* Car,oll said. · n.,system is cltsigned to fTus1RI!! affected cus1omft5 ir,to !lM"!I up their d alms a nd Un'™' is .,..y pd at It. But I rHllztd t h.at u • sonl"'illfr and 1.-llns musician I ,n'lll't without options .• Cartoll dt<lcltd to (r,w~ his musical tltlents and the - of social media to ~IV altH!rs to his cause.

In his Nnal reply to Ulliftd. C.rn:,11 told t ht alrllnt he would be writl"'I tlwft SOft!lS about his United 1Xperlenct. Ht also said he planned to m akt vkloos hx t.twst son1s and pos1 ti.m on l'lis -site a nd on Youlubt. VI- could vote on which lM'/ llktd btst. His ob/KIM was to 111 ont milion You Tube v'-5 within a ~•r. The _.lne' s rtipoMII wH I Sl rUllic. "Coad luck with thall*

RESULTS urroll reac he d his o bje(llw of ll'fttlnJ ont million 'Views In Juli fou r mys. Unlttd eventually , ttempied to com· sm15ate Carroll, but M refustd ti. offer, s u!l!lts <lnt the monf¥ be Jiwn to •-ne .tst whose luftatt had beendamjfld. The first Voul ube video ~ivtd 32 million views and 14,000 romm-. within 10 ~ of Its release. To date. Corroll's music videos h- bftn -chtd more than 16 m llllon t imH. In the end, the vfdms cost C;,rroll IIIOut $150. Conve,sely, the bad publicity SPmely damaged Unittd's reputation and contJlbut td to a 10-pe,c.at drop In llock prict - costlnt United shareholdtn an estlmattd $190 m llllon. lltcause Unlud faffod to respond publfcly even after the vkltos _,. posted. tht .tlrlfnt' s story was ntWf t old. Convtrsely. Caffolrs 110,V was pkbd up and shamd with an utimattd 100 m,l,on people lhrouth saclal media .,d traditional mtdla, lnd"""" CHN. lht W.U StrNt Joumal, ll8C. CBS · This Mornillf' and m any othtr n- outkts.

LINKS http:// - .youtubo.com/wa1ct,?v-5vtc4z0qozo6featull!• rtlated

http:// - .youtu be .cam/ wauh?v• h--UoERHaSQt&ltatuR•t banntl http: 11- .youtube .cam/- ch ?v-P4Sl:OUCVV,,!1&fe•ture•cha nnel http:/ / www.youtube.com/-UhJvanl2WFlq2_0&feature• pbyeumbtddtd http:/ l www yautubt .cam/watch ?va T ..)(•Qot\_mw6feature• relattd

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- c:11An-aa 9 U•inr, ,ocial and digital mnlio for,,...... ampl(fw:atlon videos? Do they look for rcdpc,s or decon,ting ideas? Do they mttl new people (or dalcs o r hookups? Do they posl reviews? Ld"s uy you we..., a food com- pany and want rd to pro mote a rttipc, with your product ;u one o( the primary lngredlrnu. You'd want lo ask yoursel( which pbt{orms have the most inter- action around cooking and recipes. Although )'OU could easily post recipes on Facebook, most users would not tum to Facebook to find an awesome cupcake recipe. Howt'Wt'r. Pinterest would probably be a platform to consider.

Blqg• f Part of knowing how people are using social media is under- standing their leve.l o ( engagement with spedlk plat- forms. Enpgement is how oflrn people visit a lpt.'Ciflc social media site and how long they stay. Acron all US. adult demographics. Facrboolt 11 c:urrcntly IM king o( engagement_ A study conducted by Forrester found thnl Fllcebook users IICCH,w,d the platform an •v.,n,ge of 15 days per month and eight time• a day. Aho. data report.ed by MNIJaKix shows that the average user spends more time each day on YouTube (40 m inutes) and Facebook (35 minutes). than they do on lnstagram (15 minutes) or Twitter (one minute). Bui don't just blindly choose Facebook as your platform a( choice_ Tap into each platforms' published nnalytics to find out thi1 kind o( information for different dc.mogr,aphic segments. T hen detennlne how much engagement you really need to elfectiwly communkalc your mes■ages.

c-,,.tilliHt7, This is a measure o( how ,.,,u-suited a platform is to )-our pur• poR. Ea<,h aocllll media ph,tform wu born because it gaw usen a rw,w and different way to interact. But being a o ne-trick pony d0e5n't usually lead to survival. so these new platforms were eitber acquired by other social media sites o.r they grew by adding new functionality.

Linkrdln is a good example. The platform is DOW a little more than 16 years old. It began as an online addreu book or Rolodex. But that '"'lln't enough. Competitors like Facebook offered "° much m ore_ So Llnkedin acquired CardMunch. Conn.ected, Rapportlvc. SllcleShare and Pube to strengthen the ability foe usen to network on the Linkrcll n platform. l n 2016, Mlcrmof\ acquired Linkedln (or S26 billion. and subsequently integrated the social media platform into its offla, so Aware producu. UnkedJ n bu made it possi- bt,, for people to manage their contact .... tationships from the very beginning when a business ard is pr...,nt«I to maintaining the friendship by following updates and keeping in touch t.o integrating those relationships into com- monly used busJncss software_

When evaluating the compatibility o( social media options. determine the activities at which each platform excels. Then match up the platfoans with the needs o( your key pubUcs and messages.

SEO. Search engine optimization has become increasingly tied to social mecfuL Many facto n contribute to search engine n,nkings. The Search Engine Land Guid" to SEO ouWnL'S the combination o ( website chl\rllctcristics (such u trust_ I Inks and personalization) and aoclal media indicators (Including social reputatio n and aoclal shares) which all'ect search ranklngs. Social reputatfon is the result of your social media account's O\..,rall presence and participation

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in conwnntiom with publics. Sodal sharing has to do with web linb, whkh remain one or thr important factors In drtermlnlng Lhr quality or SOW'<."tl informatiorL M01t linb today are achill'Ycd through ck-\,,loping o riginal content thnt Is. In turn. sharrd across IOcial media. Links to your content on Facebook. Twitter, Linkedln. YouTube nod other soc:ial networks help the searclt engines understand what websites are credible and should be ranked for what keyword phrases.

Kelly Shelton (2018). vit't' president of marketing for Boostability. iden- tified four ways to use social media to boost SEO. You can use these, idea.a to detuminr which platforms haw the greatest potomtial to improve your sean:h ranking. Finl. get the right followers. The more hlgh,quallty fo llow• en you have Lhc brlltt. Second, o-utr ahareworLhy control and make sure to include links back to your ,.-.,bsite. Third. make sure your content rrftec:Ls yourorganlution'a missio n and values without beingsaleay. Fourth, find ways to connect with your follower, on a local basi.s..

,,._nrlial. The last £actor to roosldrr i.. a platform's potential lo grow. As many brands have discovered, being an early adopter oC a new social media site can be an unpret't'dented oppor1unity £or brnndin& visibility and platform building. It not only rnsures that companies and brands stay relewnt in a Cast-changing communications and marketing landscape but also positions lhttn as lenders among inOuentws. It's n lot easier to gc,t attrnlio n and to build trust with inftuenttrs or opinion leadrrs by connecting with them rarly before n platform grts crowded with competitors.

The first ""P to early adopt ion la to engage with a new platform. You nttd to understand its nuana,s before )'OU can determine how to use IL Starbucks wuan earlyadopterofPintcrefL But Lhebrand did little todlrttt Its Collowcra. and ils plnboard became a target for negative respon1e1. Ronda. on the other hand, picked up quickly that Pinlcrest provided an opportunity for ~-olLabo- ration. '"It was a brilliant pivot, and one that would shape Lhe future of mar- keting on Pinterest; • wrote Rosie Scott (2014), a digital content strategist and avid blogger. "Ronda launched a campaign calfod Pintcrmissio n. promising $500 lo five top pinners to take a break from their pinning habit by taking a ,pin in a new Honda.•

Tllke the time to begin prrsorually using a new site before deciding if It's a good platform for your o rganiution to engage with. Once you decide to engage, quickly ,.,.,_kout the inllurnccrs.

Ingeneral,socirumediamntentmustbe&esh.roncise, visuallyinterestingand.blghly sharable. Thi• means that writing for social media is slightly different than writing £or traditional media. N.,..-s books must be highly relevant and timely_ You can' t talk about •ycslenlay'a game." Yesterday may u -11 have been last year. Sentence length should br 1Ughtly shorter and Yaried. ldcu should be rommunicatrd crisply_ Visuals that were an aJ'terthought in l.raditional media must be a forethought with socilll media. Every blo g post pretty much nttds a picturu - and the picture will l"'l!ely determine how much attentio n the post gets. Social media posu with videos d rive enlll'l!em enl. And vidooa on W'1!bsite landing pagc1 incrc,ue conversion rates.

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Finally, to maJu, thing, sruireable Uu,y must contain a strong se1£-interest appeal Thu appeal could be, funny, Informative, tragic, cdrbnatory or draw on any numl,c,r of other emotions. The key to making content ~able is to p.mvide somi,thing no one else has. People share things that demonstrate their personalities, show what they're inti,rested in and. perhaps more than anything else. elevate their standing among their peters.

Brandd content In 2012. The Coca-Col:, Company overhauled ill corporate web1ilc for the 6r11 time since, 2005. The project was really the result ol a big idea. The idea w:u to become a leader in branded journaUsm. Coca-Cola wantled to better teU it• own story. A5 a result, it launched a new company website rebranded as "Coca-Cola J ourney" with tho, lllgline " Refreshing thi, wor ld. one story at a tim e." I t was an out-of -lb.e box approach to online conunun.i.cation. ContnDUtors were trained and orlmted as publllhcrs Instead of webmasters. The purpose of the new site and content is not lo direct.ly dri"" sales. but l.o driv,, social media interaction and lo develop lo ng- term brand relationships tha1 would e,,-entuaUy drive sales offline. Some of the stories you could cxperlenci, on the, Coca-Cola Journey include. T he Power of Food, Operation BBQ Relief Fffds Front-line Heroes in Times of Need: 2.6 Yun Afll"r ' PhilacMphla' : Coca-Cob and (RED)• Rc,lc,asc Fcutu rel"te Charting Progreu Mllde i n Fight Apinst H IV/ AIDS; and Coca-Cola F I FA World Cup Flag Bearer■ Crom Ultin Americ11 Live Out their Dreams. Almost every llrticle Is embed- ded with a unique social media plugin.

The Coca-Cola Company's Head of Digital Communications Asbley Brown says. "l'm on a missio n. What I want to do i.1 lclll tbe press n,lease." And if you can build a newuoom and staff it with trained writers. what·• ID stop you? The new site loob more Uke a news maglllne chock-full of proprietary conten t r11ther than a corporate landing page. Coca-Cola Jeems to once, again be, forging ni,w ground with ill pwh into conten t maricd:ing.

The, praclicr of O'catlng and •haring wluable free conlc,nl to draw and conv,,rt prospc,cts into customers and loyal fans is growin3, Content marketing or commu• nJcaUon■ marketing ii perfort for social media beeause 11'1 fresh and so easy to ■hare. But it'• not unique to social media. Content marlu,ling ii used for live events, cue studies and branded content tools. These things probably deliver more value, brand awareness. bxlclinks and discussion than simple social media 1harlng.

Supplementing tnditional med ia In 2009. two Domino'• pizza employees were fired after one ntmed the other pre- paring sandwicht'I for delivery while pulling cbi,ese up hi• nose and nasal mucus on the sandwiches u well as violating other heal.th code standards. The employtt doing the ftlming was kind enough to narrate the vidN>. Altholll!h both cmplo~ endled up with frlony charges for delivering prolunited foods, the damage to Domino's had already been done oner the video went viral on You Tube, and the story was picked up by I.be national mainstream media. The incident had such broad exposure that 6,.., of the 12 lop Google search results for Domino's broll3ht up nose-piclcing.

In respon1e. Tim Mdntyn,. vice president of communication for Domino's. did a series ol TV interviews explaining that the company would bold the Cranduse

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owm,r accountable for hiring poor employees, one of which also turned out to be a regutrred 11ex offender. The mmpany lhen shift.rd Its foetu to regaining etulomer trust and rebuilding its brand. This required a mix of social and traditional media lo broadly communicate what lhe company was doing. Domino's announced that It bad changed its recipe, offered monry-back gu:irantees and iel up a site for customers lo share photos of their food. The company tracked public opinion and customer sen- timent in r eal time via social media listening. This all01''1!d it to mau adjustments and fine-tune different aspecb of the ampa.ign. Sales at U.S. locations increasrd 14 pen:ent In the quarter afler the campaign launched. and the company's share prke the, following year was up an amaxing 75 pern,nl.

Newsjacklni David Mttrman S<:ott populariud lhe term --.Jac,ltlalfin 2012 wben he, refused b.is book. ~ewsjack:ing: How to laject Your ldea.s into a Breaking News Story a.nd Generate, Tons of Media Cov,,ruge.· The baaic iden Is lo find ways lo make your organization part o f a trending story that people are already talking about. Thi• app roach. requires constant scanning of news. popular culture and convenations on social media. It al.10 means that organizations need to be 6eX1l>le enough to respond to abrupt changes in the news cycle o r shifts in popul11r culture.

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MoonPie, a company that bu bttn making prepack- aged manh1t111Uow sandwiches slooe 1917, adopted a nrwajacking nrutcgy, couplrd with a sa1111gr Twillcr persona. lo stand out in lhe csalating retail food Twlttrr wars of 2017. They also wanted to appeal lo a younger target marileL Throughout the year @moon• pie t:Wtttrd about annual eve_nts including New Year's Eve. lhe Super Bowl. Mardi Gr.u. Pi Day. SL Patrick's Day, April Fool's Day and Mother's Day, with minimal succeu. HOW\!ver, MoonPic struck gold on August 21. when Hostess Snacks' Twitter account attem pted to newsjac.k one of the biggest news stories of the year - the gr,,ol American 10lor eclipoe. ~pie, traveled from all O\'er the country to be in the 60-70 mile wide "path of t.otallt y." where the moon rompletely "°'"red t h e disc of the sun and causrd it t o go dark. To join t h e ron,•ersatlon. @Hostess Snadts posted a picture or a cupcake ttlipsing the sun h>'ttting that Hosti,u had

·dttlared Gold,m CupCilis the ollidal mad< cm of the eclipoe."

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@MoonPie simp ly ~-eeted, "Lol" The snarkY response went virul. Patrick Wi,lls of Tombras Group. theagencythal manages the MoonPie Twitter account, explained his approach to a Forbes writu, "We, posted it because, it Ml liki,somrihingyou·d honestly say back to somt'One saying something ridkulou.s to you." To date, the Tweet ha, gencrat,-d 1,600 comm,mta, 189,000 retwerts and 512.000 likes. At thi, height of the Tweet'•

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virality, 300 no,w people followed Lhe aca>unl ~ dlly. This one timely lv.""I gen- eratNI L1 billion mNlla lmpn,11lons In news outlrts like l'Tople. USA Today, Time. Forbes and Business Insider. 11 also drove a 17-percent sales increaa, from social mNlia woe, and September 2017 was the best month for sales In the company's 100-year hm.ory. Surpruingly. the Twitter-n,latNI dem:ind for Moon Pies caused the company's bab,ry in Chattanooga to run out of supplies and subsequently shut down for• dlly.

Social n1edia tools Social media listening One of the adv:uit:ages of soci:J m edia is the opportunity to receive immediate reedback. This allo,o-s organiutions lo monitor what is being said nboul them. Dell compul.ers. for examplt,. rea,ive1 mon, than 25.000 mentions per day. The com- pany uses various listening toob and filters to separate what they deem a.s Import- ant me1Age1 (rom background noise. Dell has been pn,tty 1u<-ce11£ul at finding the menages lhAI actually mnltcr. These are meuage1 from inftuential Twitter u•er■ with thousands or follower■• stories post<-d on top ltth bloga :ind forum• and urgent C'UJtomer requcstJ.

Simlla.rty, Southwell Ai.rlln-,s is a very active brand on soda! media. The low-cost airline is ~ming a leader in customer service and social media inleniction. They scored No. l in customer satisfaction in the J.D. Po..-er 2018 North America Airline SatiJfllction Study'"' and ha~ 2.ll million Twitter £ollowers. When winier storm•

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in early 2014 caused hundreds of cancellations in the Midwest and Northeast. the company'• onllne reser • vation system and phon,e lines were jammed. And they recei\"Cd 12.000 tw,,ets over 11 six-day period - lwic,e u IDllny u normal USA Today highlightNI 1hr pll,i)tt o( one of South..,-.,,t's tra~lers. Rynn. a 32-year-old con• sullant and Cn,quent Iller. wu stninded like thousand■ of other• because of the weather. Re tried umuccess• fully to make a reset"Vlltion onllne and then phoned the reservation c,enter, only to gel a busy signal So. he tweeted, -why is your reservation number busy? Had a Right canceled today and C'll1'1 seem lo gel Lhrough lo reschNlule. R.idic.- Southwesrs social mNlia team responded within two m i nutes.

Social media listening <'lln quickly tell you when you have a problem or weakness In your system. It can abo point out opportunille1 that mAY have previOUJly gone unnoticed.

Ret urn on in,-...tment (ROO is the, gain from an invfftmenl minus the cost or I.he invellmenL Many people think social mNlia is frtt medlo. Nothing could be further

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from the truth. Managing and sUttttding in social mcdia takes time. people and trclmology - all of which are Umit<d resourc,,- with usociated m•t.&. It takrs time to llstrn. It takes people to gt,nrr.atr 1hr massi\,, amounll of necasary contenL It takes techoology lo arualyu, the resulll and adjust your strategy. And increasingly it means 1pe.nding money to put your contrnt in front of the publia you wmt to see it. We're going to focus briefly on the need to measure results to detennine if your orpnlzation is getting a solid return OD Its socinl media inY<!StmeDL

Joy Elena, CEO of Sleepruvie. a high-end mattress and pillow retailer that bas had suCXHs selling i ts products OD soda! media. told AdWeek. ·ir you have I mil- lion followers and they aren't making actual purchases, then you should revuil )'Our strategy. Businesses need to Identify performance Indicators that are most Important to them and track thme indlcalon.· Commonly referred to u • by puformaatt lndJeator (KPI), these metria focus on digital and social media outmme1 like, reach. cngagrment. ahare of voicr, m nw,rsiolll and customer loyalty. For example, Sprout Social writer Rebekah Cuter identified the following KPb t o track conversions from soc:1aJ media mntenl: sal,,s revenue. lead mnvendon rate and non•revenue convenions.

Some KPls can be determined using social media dab I.bat you c:an access through the analytics portal of your social medl,i account.&. ROW'l!Vcr, many of the most valuable KP ls track users' behmor as they move &om your social media chan- nt,ls to and through your website,. Gathering data of this sort n.,qulres th,:, use of web aaalytlca. According to Uaability.gov. -Web analytics ii 1hr coll.-ction. reporting. and arualysis of website data. "This data Is collected through a tndd.tlepba or code that is t,mbc,ddcd ln a website·• HTM L The tracking phu,l lnuufc,rs the data to• web analytics platform like Googl.- Analytia. where it can be mined for i111ights about your w,,bs,lt~ visit on' behaviors.

Some other terms you may encounter as you work with social media channel, an, CPM. CPC and CPA. CPM stands for cost per "mile." or thousand. the amount of money you spend to genera.re 1.000 impressions of your message. CPC stands for cost per click or the amount of money it costs you to get someone to click on your ...,b or social m,-dia content. CPA stands for the cost per action or the amount of money it costs for a customer com'B'5ion. such as getting a persao t.o buy a product or share their contact information with you.

What we are 1eeing la the rise of better meaauremcnt tools that don't just track clicks and likes. but rather look at real measures of engagement In the form of discus· sion. share• ncrou multipl<! platforms/ channt,1- and nctions taken.

Olivier Blanchard. principal at BrandBuilder Marketing and author of "Social Meclla ROI.· recommends thr following pn,ctices:

Maintain a list of everything you can musure. Maintain a list of e,.-erytitingyou must measure. Stay cwrent on the best measurement tools. Ensure the neutrality of the cmployee(s) tasked with meuuring your social media program. Tie everything you measure to business objecliw,1. TesL mc,aaure. learn. adapL repeal

As you con1ider dilTcrent measures to evaluate your aoclal media suett1s. make sure you tie your meaaUttS to the objectives you've a.lready established. You will

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need a nwnber of dill'el'ftll mruurrs tod.,tcrmiMe~cm<'nl, which iscatrgoriud by k\ll!ral dilfrrcnt bc,havion1. Acm.rding t.o Onew Meyers. presldenl of ad agcncy Gyro'• San Francisco office, the typical onliM marketing camp:ugn thue days usu· ally has about 6w KPls. However, it's not unusual for the.re to be more. -rhe.ne's a tendency toward a profusion of KPb," he says. This leads to ";,n incre35" in noise ,.,,rsus an increase in intelligent analysis.·

Measuring the impuct of your soda! media dforts requires upfront planning. You will n...-d sever.al toob lo uccurnte.ly detumine engagement and how f.ar user's acllons take them. You may wnnt l o start with a reaoura, Iii«, the Social Media Meuure.ment Framework, which was cttated by the lnlemalional Association for the Meuurem,,nt and Evaluation of Communication (AMEC), lo identify pot.en · tial KPlsacrou a varietyofoutcome1, including exposure, engag.,menl, prdcnence. impact and advoc:acy. Posting content for and interacting with kt,y publics on social media isn't worth much if it doesn't lt!ad them to action that ac<,'Omplishea your objerti""5 and goal

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SocW media bu bccomc, a critical mmpoDCnl o( ell'ttl Ive com munications cam• paigna. It is powerful because of its immediacy as well as its ability to enpge wi.th customen and s.takeholdrrs, "ngeruler loyalty and dev,,lop trusl Today a majorit y of people, DCCeU social media on mobile devi~ Thia holds true for lhe consumption of news and branded con.tent as well Public rebtions and marketing practitioners should considtt planning content 6rst for mobile usage and second for lapto p and rompute.r usage. remembe.ring to structure social medca stntegy and m essaging in a way that builds trust in an environment of dt!cllning trust in media platforms.

There are six factors you should study when choollng which social media chan· nels to use for m.essage delivery: users. usage. engagement. com114tlbility. SEO and polcntlal Mab sure you undc,rsland each o(these d enlt'nlt H 's alJIO importanl fo.r soda! content to be fresh. concise. viauaUy interesting and highly sharable. In addi• tlon, don't mlu out on the opportunity t.o lc,arn what your customers are thJnldng and doing through 10Cial media listening. This is one of the underused and underval· ued soda! media tools. Finally, you will need ..,.-era) KPh to determine th.. success of your social media tools. Make sure you tie KP!s to )'Our objectives and that )'Our measureme.ot of ROl includes all costs inclnding time. people and lechnology.

L Do some social media Ustuning of your own. Pick• social media channel and industry(~.automobiles) ·and see if you can 6ndout whal people are talking about by"listening."

2. Look up an NGO and see what soda! media tools they are cum,nlly employ- ing. u.., the six factors outlined in I.he Im to evaluate whether you think they have the right mix of channels.

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S. Tau a look at a new social media platform with which you an, not Camilillr. Bc,rome a U""1'. Thrn woe, the AMEC Social Mc-dla Ml'asun,mml Fnunework to determine four or livt, ditrerent KPb you could woe, to measure your elrl'C• tlveneu on that platform.

References a11d '1 rJ; t1 A 1 .o •l .rt j n de

Ahmad. I. (2018, March 6), The, irtate of video marlteUn« In 2018 (l nfOJl"lphk). Soda/ M«Jia Today. Rotriev<d from https:J;www.-ialmediatoday.a>m/n~'l/llle-SUl<-<>f· vldco,marlt<tlntt•ln -2018•1nfograph lc/Sl8339/

All<>n. R. (2017,~rll 7). How popular is F-'>c>ok wTwittervs lnstagnm w Snapc,h,u vs PinLOtHt? 8',tri~ Crom hU]ll:/ ,'www.smartl,uights.rom/ fOdaJ•mc,db-marla,llng/ social•network•land11cape-d,anofthc,cby/

Anderson. M. & Jiang. J. (201B, May 31). Teens, soci'1I media & tec:hnoJogy 2018. Prw ~rch Crnter. Retmwd from bttp-J ,'www.pewintem<1.org/2018,10S,'31/tcau•to- cial-media-technologi,• 2018/

Armlttead. D. (2009, July 21). Examinln8 'Unltod brew guitars' - 1 .. 10n1 learned the bani way. Rdri..-'l'd from http://soc..i-bstrat,iiN.com/2009ft>7/2l/euminin,-unitod• breab•gullan•leuo,u-lcamed•thc· hard•way/

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Blanchard. O. (2014, Mareh 4 ). Social MMo ROI: ManQging and Measuring s«Jol M«lia Ejfo,-16 in Your Oryanimlion. Q""' Publishing: London.

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• CBA.n&a q U,I,,,, ,ockJI and digital lfWfffll/or mnMIII" amplUkatfon

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1180 mlllion? Retrlt'\"NI from http://www.bullingtonposLrom/2009/07/24/ united· b~ab'l"1tars-<lid...n...244357.html

International Auocia:tion for tht, Measure.mt'nt and £valuation or CommunlatioDL (n.d.). Social M,dia MNlllffflH/n/ fNlml'Worlc Ua,r Guith. Retrlt'\"NI from Imps:/ jwww.

IO<'ial· medla•musure.ment· l't•m<!W<lrk.orf/ Knecn, 11. ln.d.).Cl'M. CPC.and CPA pricing foronlinr m..U.. Hctrie~ from hnps:/ /writ•

ten.com/blog/SVcpm-q>c•cp••Pricing-onlinc-medla Levy, N. (2017, SepL 25). ~licrosoft connects Linl<Nlln and Offla, 365 via pmfil• cards.

stanui,tocapilallze on S26 B d•al a.... w;,.._ Retrl4'Y<d from hnps:/jwww.geekwln,. rom/2017/mkrosoft•unveils-linkedin-ollice-365-tie-ins•rontinues•intq:rate-busi-

ncss-oodal- no1'1'0rk/

Oremus. W. (2014, F<bruary 4). The hair-decent Oreo tweet that daz:d..t a nation.Slate. Retoo-,,d Crom bttp:/ ,'www.slotc.com/blop/futUl'C-terue/201:V02/04/ol'OQ.. rupcr_

bowLblaclmuLIW'OoLllonlea. lwiUer---""''DILlaw. buJor__bronds.html MedlaKlx Team. (2016. O<e. IS). H o w mueb time do we ~ncl on social media? Rotrle\-,,d

(rom bttp:// medlaldx.rom/2016{12/how, much• tim••'--•P"nl •on•IOOCW ,,nedla,life• tlme/ #gs SCOdZO<-

M obU. lntc,met • Statbtlcs & •·:w:11. (20 18).Stathta. R,,trln...t Cron, http1://www.statbu. com/topios/719,'mobile-internct/

Monis.S. (2018. May 15). Tech IOI, What Isa tnddngpixrl? Retrio\'l'CI fromhtlpl://skill· crush.rofD/2012/07/19/ trocking•plx•I/

Patel. N. (n.d.). 7 social media Ire.mis to watch and capitaliJr on in 2018. Retri"""" Crom

https://DeUpotclrom/blog/7•10dal· medla•trer,ds/ P<,w Resureh Center. (2018. Fobrua,y 5). SocW media fact shet'I. Retrieved from http://

www.pewinternrt.orf/fact -1hect/ soclal·medla/ Ramdanl, Z. & Taylor, £. (2018, May 10). l>ot'I ,odal media im1""'1 SEO? We ran an •xpcr•

lmcnt to find ouL Hoot>uito. Retrieved from httr-.f/blo«-hootJull.r.com/ ,odal-me- dla•IC'O••,qx,rirnrnl/

Rig.ht side of sigbL (2010.August). Submission to Forrester Groundswell Awar<k Socw impact category. Retricv<,d from http:/ /www.rlgbtsideofrig.hLcom/'lOIQ/08/submb· sion-to-f om,ster-ground<wcll ,awuds-social• impact-ategory/

Rolt'man. E. (2012. Atay 18). o.,,-., Carroll is 5till having problems with alrlines: !IORman. Rel~ from http:/ jwww.the,tu.romjbusincss/2012/0Sll8/ d:aw...nrrolLiLStilL

having.problems..wlth..airlineLroseman.html

CllAPTI& 9 U•inJ1a,cia/ mtddir,ituJ mflliafiw rMUOllf' ampl{Jimtion -

Scott. D. M. (2011, Dea,mber I). R,,a/.rim, M amting and PR: How to Jn,tantly Engag, Your Murlc,t. Connttt with Cwtom,,_n. andCnwt, Product, that GtvM> Your&,/. n,a Now. Rctrle\'l:d from http:/ /l,oolul..google.eomjbookl?id=9lcn87w8·1luC&p- 8"1'T25&dq• urured+bttak+guibln&hl<en&sa• X&el• nxXllLCQEYnfoASbj4GQA· g&ved=OCC;()QMEwAQ#r-c~c&q=unit.ed~20brcalc~guit.ars&f=f~

Scott. D. M.. (2012). NlfWSjadcing: Haw lo Infect Your Ideas intoaBrra/angN...,,.Staryand Gt!Mrat• 1bn1 of/lfcdia Cow-m1g,. Hoboken. NJ: John WUcy & Sons. Inc.

Scott. R (2014. Marcb6)Casc studies showingbowca,ly adoplten benmt from DC'Wsocial media platforms. Smart /n,,ight,. Rctri,,v,,cl from ht1p:/ /www.1nwtln1lgbu..c,om/ socialmcdla-markctlnl!/soc:ial•media-gowrnaner/ c.,,.._11udlcs-euly•adoptcr•,o. dal•mcdlaplatform1

Search Engine Land. (n.d ,) . What h SF.O / Seon:h Engine OpUmluUon? RctrlO'\'ld from hnpo;l/ 1eorchengineland.com/gulde/what•ls•seo

SIN,lton. K..(2018. MArch 5), Fourwoyw tousuodal medlu to your SEOad,...,tagc. Forl>n. Retov""" f rom httpc,/ ,'wwwio-....,.,./ •it ... / forbeugen.,.,.,.,unc11/20Ul(03,'0!1/ four-ways• L<>•u..,.IOclal- mrclla-t o-)'OW'..,...,.advantage/ #2lfa45e6d887

Shceait, G. (2017. September 20). 5 ,odal media t.rcndJ that will ha~ maximum impact in 2018. Adt.ffk. Retric,,,,d from http:/ ,lwww.adweek.com/ digita)/guy-sbeetr:it • O\'U• the•top-1eo-gucst•posl· 5 •,odal- medla•trcnds•lhat•wiU•ha...,_rnaximum•lm·

pact•in-2018/ Sluon. N. (2014. February 12). Which ,oc,lal med.la 1ltcs 1hould you be on. and why? Social

M,dia Tbtlay. lletrl<M"d from hllp:/,lwww.socialm<'tllatoday.rom/rontent,lwhich•ao• clalmedl•·•lte,-should·)'0U· be· and•why

Smith. 8. & l"<!lham, S. (2018), Rclpondl"8 while the record button 11 ahnyw on: Plyln11 high and low with United Alr!lncseo,porateculturc and,taltehoklcrempo,r,..,,- menLArthur IV. l'o!J" s«lrty. Retrieved from http1://pagc.o,l!/atudy..<0mpeti• tion1f20l8-case••t.udy-rompetition

Snapchat Remains Teens' Favorite SodaJ Plalform. lnslllgr.un 'their Top MArketing Channel. (2018.April 16). M arlcdingCharts. Retrie~ from httpo-J ,'www.marlteting• charb.rom/demographics•and·•udicncesfteens•and•younger-83051

Southwc$t Airlines Co. (2018, June 15). Southwest Airline• ranks highest In customer sat• isfaction among low-cost carriers in North America aerording to "1 Powtt. [Press Releue). Rctrle~ from bttps:/ ,.,..,..,..pl'llO'\ftwlre.com/ nc:w••rclcucs/ southWfft· airlinn.-r:anb-highe1t-in--au1onx-~sa:titfxtion •among-low•C0:11--c:arrien-in•north- amcrica•o<:eordlng•to-Jd•po,a-cr•300667053.html

Kim. E. K.. (2017, July 19), l1N, Great American Ecllpoc I.coming: How to co:tch the best \Yws. Today. Retrieved from https:/ ,,.,.'W.t.oday~ m/ money/ great•american-solar• «llpoc•2017•1ro,i,J-tlps•best•vlc,n- U13965

Traphagen. M . (2018. Aug.14) . Why author reputation n1atters more than.,...,, ror seatth. Search Engin• Journal Rct:M>NI from htLp&://www.sean:hengiDC'joumal.rom/ why,author-rcputation-mancrs-for-search/262199/

Van Grovc.J. (2009, July 15). Uniledbreab guitars surpasses 3 million vi..,... in I0<bys. Retrie\,"Cd from bttp://maahablc.eom/2009/07/15/ united•brcalcs-guitars/

W~, K. (2018). 'Stories' """' 1nst:igram·s smartest mo"" yet: Can it become Fxcbook's next big businNO? Rttodt. Retric""d from htt:ps://www.rccock net/2018/lll8/176412W"uvtagr.un•storic,,,.lt,vln•■ystrom•fact,booi<-fflllpc:ha1

Wa.erm:an. T. (2013, May U). KPI: What b a key performance Indicator? M oihablt. Rctrle-v,,d from, h ttp://muhablc.eom/2013/05/11/kpl-defi nitlon/

111 CUA..rnt■ Q U,I,,,,, wxlal and digital tarfffll/or mruagr amplif,eatlon

Wlg,nore, I. (201.f., J uly). Part oflhe p,,rso,w eomputing glou:uy: Soda! media. IV1iat1L mm. llelrle\.....S rrom bnp,//whatls.1rchtarg,el.com/ dcftniUonjsoclal-medla

Yeung. K. (2013. Mays). Linkedln ii lOycanold today: Here·, w 11.oryo.fhow ii chan~ w way- ...,,k. Tlruncrtweb.com. llet:rin""1 l'rom h ttp://theoextweb.com/ iruidcr/2013/0510511inudin·l0•y,,ars--W•nclWOrk/

CALENDARING.ANO BUDGETING

"Do not squander time, for that is the stuff that life is m ade of"

- BB NJAMIN Fil.A.NIU.IN

ANl■-IC'A.W 1,rYallTO■•

, oua w .u.11·T ...... IT.&T U ...__,,

LURNINC. IMPlAATIVES

• Toi«= a llntotic plannlne approach 10 ca~art and l>udiets.

• To undl!fshnd the Importance of calendari"!I in12ractivity amone ta<lics and publics.

• To,,_,, tht v~ of antlvity In tht caltndarint and bud!Wn!I proasses.

111

ftJ cNAna.ato CalmdaringandlH,Jg,rtjng

n all n,lationships. t iming is ewrythlng. Whethtt n,sponding to a erisis or pursu- ing an o pportunity. timing pluys a crudul mle In slralegkc,ommUDkation. The next stt,p in the Strategic CommUDications Matrix - calendaring tactics and

budgeting for their rost - requires specific, det.aJl ll is important to remember that a calendar and a budget are not just 1trategic, planning tools. /U we see in the next ebapter, they are also important toob to manage the implementation of a plan. They must be C'OIUliclc,n,d carefully so that timing and cost an, addtt111<.'CI wl thin the a-..,rall fr,un.,worlt of the organization's goals u wcll u the plan's objectives. They n,quirc metkulOUI attentlon to clc,talL If Umin!! is oft your plan may fail. If you ha"'! not bud· gol.ed pn,cisely, you will have c,o1t ovemins that may ha,.., long-term c,onsequences.

Planning (or implemc,ntation must be meticulous to ensure communication with 1takeholckr1 and key publics is 11.rategic - designed to aec,ompll1h our objectiws in support of the org,,ni%ation's mission. Ne,..,rtheless. in today's fluid communica- tion environment in implementing our plans - must be flexible. llble lo adjust and ch.:mge directions 2t :a. moment's n otice based on :a. con·tinuU flow of research., infor- mAtio.n and d.U;a.

Electronic tools for ealendaring and budgdfag abound. One of the best for a CAi- endar is a Gantt ch.art (see Figure 10.1) that allows you to view the schedule for each public by day, ,...,.,It o r month. Budgeting programs should perform caleulatio ns automatically to ensun, accuracy. If you u.e an Exeel spn,adsheet, make sun, you check your formulas.

/U 1hown in the Matrix Applied in this wpter. both the calendar and budget should drlall tactics by public and strategy so your client or manager can quickly determine what ladies will tvgel a specilk public and how mw:h each will cost. It also makes you more aware of the cost of information and persuasion efforts among each of your key publics and enables you to be conwrsanl in the interacli,~ schedul- ing of the campaign by public. rt provides an easy •line-item veto• when your client or manager wants Lo eliminat e a public or strategy for any reason. 11 is a simple mat- tt,r to dc.ld.e that section o f your plan and subtract the cost from the tot11l.

STHATlGli CDMmJNlt!TIONS MATillX I . CAUNDM AND IUDI.IT

Planning ealt'ndaruhow when each tactic bel!lns and cndund the relalion• ship of publics and tactics to each other in a time c,ontinuum. Calendart are orpnin,d by public and 1tratcgy t o show the work requln,d. A Gantt chart I, recommended.

lwcl Budgets are also organized by public and strategy. The budget projects the cost of each tactic. It also indicates where costs will be offset by donations or sponsonhips. Subtotals are provided for each strategy and public.

C:UA"■a 10 Cakndarin.g and hudprt{"fl Ill

r!llon~~rinc1

Nl'\'l!T forget that • calendu Is rtrategic.. When you calendar a plan, you are not just picking dates: you are finding the premier moment for an e-.ent to be held, a ,tory to be pitched. social media content to be shared or promoted or an ad campaign to be Launched. Timing is critical to su= A few important guidelines an help make sure your calendaring is effective.

lattradlvlty la-.,,. The timing o f tactics should be such that you mal!)lify, rein- fora: and build on other tactlcs within publics and across publics. Schedule the grude-11ehool posterrontest to conclude In lime l.o use the winning poster■ in your efforts to solicit sponsonhips from locnl businesJCS. Time your social mrdla communication Lo peak when publics are gdling ~sin more for- rrual channels.

Cited.for COll}llda ~ 11M wf1Aill COIIUIIIUlltin. lt Is diJlic:ulL Lo rom- pete with tradit ional events and efforts. The nnnual Oktoberfest is probably not the time to schedule the launch of the hospital ·s new ak:ohollc rehab wing.

~ ~ F11ure 10 .1 __ ;Qr'o What Is a Gantt chart?

A c;.w,n chan Is • horltontol chan (usually• bar ch• n) d1v1loped as a p,oduction conuol tool In 1917 by Henry L G•ntt. an Amtflc•n •"1lnHr and sodol scltntln. F,-qui,nlly USld In project INl!alffl'fflt, • wntt chart provldts • rr•phlal lllustmlon of a schedule that helps to plan, coo,dinatt and uack specific tasks in a p,ojtct. You can schedule a one•tlmt tactic (X) or an onroi"I tactic (X---X). Gantt charts may bf simple vorsions croated on ,rraph papo, or moro complu •utomalfll versions outed usin,r projtct mana,remtnt applications such as Microsoft Project or Eanl. Douns of other softwatt packa,rn att also .-aibble to holp build~ Gantt charts.

SIMPLE GANTT CHART

c.J-r. Campo/9n to lnctN,. Woo4 ...UOn•

«"< Run rodlo PSAs

,K.,.. Lfitl'f-to-the-e,iitm writing campaign

" lntrrvlrws on local drlvt,-tlmt rodlo talk show,

Blood ~rvlccs spotnpe,son troinlng

X X

X X X X X

114 c NA.naa 10 Cutmdari"flandbudgrlmg

"'INICASE

•lid °" trHltion ond othw ~lot'(, ..,,_,,,W n,rnta. While you need t.o avoid conftktlng ev,,nl.l, building upon n,lated trudhi.on.s can k°""rage awarenc,u and motivation. The h<,ginning of a new school year might be a great time to launch"° effort to change a habit or routine. Perhaps when the kids go off to school is the best time for the local library to start a women's readers' cirde.

Nwcoot,,,_/* --,,h lead th.for~-' otJttr ~ Plan for collateral material to be complete far in :advance of the time it is needed. Make a.U reservntion, and Invitations to key participant.I w..U in advance ol tbe ev,,nt. Doing so will lea\.., t ime to reprint or rebook, if DN!Ck-d. Major confen,nces reserve venues yean in advance. Most campaigns cannot be pulled olf overnight.

"""',,,_,,_r,1.,.._ U... lmpkntff,lotioa Mfr. IJ the launch is in J uly, when should tbe media piece• be prepan,d and plattd lo support the launch? ls the media el.ement ;1 promotion or a fo.llow-up? When should collateral material be complded to be available at the launch? When shouW your socW media conversations start lo build anticipation? When should invitations be printed and sent to eruure people have time to schedule lt and RSVP?

A planning calendar for a proposed plan simp.ly sc.hedules the date each tactic will be used. lmplemcntalion task lists. explained in the Mxt chapter. will help you make timcly pn,paration for t'ach lactic.

Hunter PR I A recipe for Cool Whip's success IACl<STOAV Onpito tho fut that thl• ca•• is mo,. th.,, is.,..,. old, It rom•lns • p•t oumple a l how ID t.vo ra~ ,,,..ttti< cilltAdarlnt, In ecarly 1995, Kroft Foods 1pp,oach td Huntor PR wllh t he quutlon of how to dromatlt1lly lncrtut saln of II• whlP1M1d•toppi111 product. COOl Whip, durint rho comw,1 summor. Witll stiff compotltlon In 11,. deswrt t oppints market from name brands such •• Reddl· wip, H well u sto,e btllnds Uke Kro~r and Western F1rri►1. K,..ft nftdtd to como up with a a mplltn that would brand It H tho nond1Jry whlppod topping of cholct iilfflO"II COMUrne'fS.

Tho Hu- tum b11lnstonntd what 10 do ind came up wilh an Ide• to apiullu on 1n unM,uluror.d Amtn· can t,ojld~ Fl"ll D•V• June 14. lletWHn 199S and 1"7, Hunttr built th~• diffe .. nt "Ameria "s wndest Fl.at C•lces" at ll2Y paltrintk loG!tions: t he Wilshift!flon Manumont (1!95). Independence 1h11 (1396) •nd the Statue of Liberty (1997) In NCh location, I lfflOlmDUJ United Stotts ft•t ukt was assembltd - utthi"' not only the attention of loo! rHidtnts. but n•tioniil medi• outtets lookirtt for interestin11 stories ;ond visuals.

CII.An■a 10 Calrndarirv, and budprtiltfl 111

KEV FACTS The Fl~ Day t!llenu required nu-s permissions and 1he c_.iination of hundre~ of wlun1eers, ~lghln!l mon, th..., 20.000 pounds, .. ch fl•!l cake measwed "'l'Praximauly 60 feel by 90 feet - rolJ!lhly the size of one and 1 ~If tennis couru H£1icopters well! hired ID keep birds from spoiling the cam. Slices of cake MIi! soon dlstributtcl to the crowd • .and the remlinint akt wu donated to Loni food banlcs.

Haw _,d ,OU., .. 0 notlOll•I ""'Jcto, ,. lnir,01 product .... ,,? HUNTER' S STRATEGY To rtduct costs In produc,lnt the akes. Hunt111•ln1d sponsorship from Sar. Lit. who provld1d 1h1 pound c1kel. and Comstock, who contributed the pit, fllll"I, These brilnd names. alont with Cool Whip, were llsttcl H the primary lntredlonu In flat Ukl IKlpes hlghlJthttd by th• media, HuntM WU ablt lO lit Cool Whip lo a rtUllwly unknown holld7-1 in mi-cl-June ;un in time to promote~ fun. p;itrlotic tedpe fo, Independence O~y. summtf b~rbe-- cuos ...,d l.imlly ffilnlons.

UndtrsUndint th•t lOCill and n1tlo~ medl.a held the key to ruching Kr.It's cus!Dml!IS. H1.11te lnltqted"" anressiw nmpalp to contit as many news outlets as possible. The PR firm then bumed &•roll 114a SilltlHlt to 700 affiliatn n1tlonwide. Hunttr also•~ prod· UCI placements on the " TODAY" show. futurfnt flat cake 1Klp11 that customers could m1k111 home. Hunll!r t!lltn i1man9ed for p1t:rlodc sJti'llni pups. local and national officials. Scout troops, dHctndilnU of the sl1111ersof the DecWiltlon of lndo,pendence ilnd Dilll!hlvs of the AmeriCiln Rl'llolution to pan:lcipate In the t!lltnU.

f tit,. '"""' wrn rtagtd tlHlay. how t.0uld ,au uw actol m~dlo 10 amplify tht tffa:so,a?

RE SULTS Without any paid advertlslnt, Hunttr's PR

stunt wccmfully motivated cons..,,ffl to make their awn fb!I uas usln1 Cool Whip. In 1995. iln addlUonal 8,000 tilSH ol 11w IDpplnt vm-e sold durint lh•-•k of the ewm. Nl!arly 100 newsp.ipors ilCJOU the United S~ r.n mlcles includlng the Las~ In rmes a nd Phll1dolphia ~ly NMS. Coverage of "America's trandest Rag ub" lnaOlld uch y11r, ruchln1 a tll!Kflldo In 1997 with moro than 82 million tMdi• lmp,tsslons.

111 CllA.PTD 10 CalrndariiwandlHldgrting

MATBIK Af PllEil Calendar This alenda, ~ps ovt a four•montll Amnan Dffltal Association (ADA) campaltn to d«ruse Ille lncldl!nce of tooth clKav amon1 tlamontairy .chool child,... by motratlnt thom to p,actlca toad dental h•n•. (Tht 51ratotie• and Uctks sllown art Illustrative. An .actual <~.altn of this type would requn mot1! txtla to accompllsh mtsAC'I deu-y- mocivall boh;ovior.)

Month OU NOY

WHk • J ' J ' J • , I •

Str•t~ Morr~-are b,!1$l1lnq1 fJosSM'tg tl'U'OtJgh classroom ~t1111t1~

Ch• rt to markd•lly bNSh"'I x---+----+---x X X

t.cuu Olspol>bles lo, thow whO didn' t brvsh/ll01>

tnter;aictive t~t aw with xtMl.ltS few kid.s X X

I.Hrnlnt activity on hytitno

StutttY:: Prorr.:,rr rh10 u1J h PTA

PTA Facebook soda pluJ·IM X X X X 8,oc:hurt it p•rent/tHcMf con~n X--·X

"I'm• tood bnn/111" <tlckan

Stuttty Ma:twar r b1pro11idu1qcJ1nvoon, ''"'°""" LHian pla ni on w~t• X , .... ....... .•. -x u.rnlnt a<tivltv ldus X X

Cl.wloom bnahl"I cruart X X

You Tube videos X X

Stnttty: MolNa?e t hrough ADA ap:uol

D""• nslonal mallu Hkl"l '-•tlan X

Tata, IUl"tl wlth-sJte lo< tomPl'Cn ,._rtn/FAOs X

Onlln• su1wy to mNSurt p.,rtidp,ition X X

AHOUrtt Wtbsltt X X

CJIAPTla 10 Calrndaringandbudplint1 111

R11rh1pf1nJf

The budget 1bould also be considered strategically. The Issue .bould not only be total cost but al5o who will pay and how. Highly creath-e pl11111 find solutions to bud• getuy limitations, many of which result in greater creativity and persuasn-e power. Reauitingvolunteen to do • -ork !ml would bllve been a budgetuy item re■ults oot only in lower cost but also in gn,ater support and advocacy from opinion leaders in I comm unity. Building parbN!nlupe between organizations - whether bu■ i nru-to-bmiru,u or corporate-to-nonprofit - 0R1en strengthens the, c:ndlbllity or the appeal. Combining wltb otheracton in a cooperative c01t-1baringdfort provldrs • unity or action I.bat 11 more penuulve and rar-rracblng than acting unlliatt'rally.

E, -en ~uesting small contributions Crom t.arget publics (.,_g., $2 admission to an event with thr pl'OCN!ds donated lo a rellMlnt loe11I charity) can be c,_ft'rcti vc. Making something free doesn't :,1..,,.ys make it appealing. In foct.. many people con - sider that something fttt' may not be worth their time. Among c,,rtain publics, you are more likely to get attention and participation if there is some monetary invest• ment - even if o nly small

Your budget should have eight columns. Thi■ rormat is easy to set up in a spread• sheet. The first column identifies the, public and strategy. The second column identi- fies the tactic, that ra11 under Heh strategy. The third column provides a little detail about each tactic (<'.g .• 40-page. full-color brochure; two-minute YouTube video; custo m-designed [Phone caR■). The fourth column give■ lht' quanUty necdt'<l The flflh mlumn provides t he co■t per uniL Thr 1lxtb column 11 the total projrc:tcd coll for 1ml budgrt item. The seventh column identifles the sponsored credit [Le .. bow much ohbe givrn lacllc will be donatl'C(). Tbr rigbth column provides Lhr actual pro- jected ca.I or each tactic [Le .. number or units times per item COil. minm sponsored credit equat. actual projected coll). Eadi column ii important. They show the smpe md cost or each ta die as well as external support in le.rms ofoffsetting clismunts and sponsonbips. It is crucial for clients or supervison to know bow much your creativ- ity and partnenbips haw ■aVl!CI.

This format breaks the cost or your campaign down by public. strategy and tac- tic. You can quickly sec where )'Our resoum?S bav,i been allocalecl It ii important to know what it will cost lo reach a particular public or lo..,., quickly that one llnategy is going to cost more than the rest o r the campaign. Good budgeting mws it rel- alivcly euy lo do a m"ntal cost-benefit analy,,l■ to determine Lr rDCb c,xprnditure is ,.'Orth the gain. The llral.egic pbnning proaess is dynamic. Proper budgeting will help you idt'ntiry potential ureas or con...,m. It 1.hould also help )'OU lo identiry ure111 where grt,atercr eutivity might be needc,d to do t hings differently and for a lower cost. Exrcuti..,. expect lhil kind or anaJys:is.

Nevertheless. don't automatically reject a public because or cosL Be creatiw in finding ways to do what you have planned in more frugal ways, like using volunteers or a,llabonating with other organizations to share costs. Also. don't forget to lffk out sponsonhips. Strategic partnerships and sponsor1hips can foster win-win rela- tionships and lo many ways buy )'OU inftuen..., you t'OU!dn't afford and/or acquire onyourown.

&"& flll'I T •·u 'fl A mutually boMficial UIO<t· or lon1·11>rm cooi»ratlve rwl•llonshlp to ,wid, common 10als.

111 C D.A."U 10 Calmdaringandbudflda'11

MATRIX APPLIED Budget The school d,rulct a nd ADA ar• collllbomlnt to lmprow adolucent de ntal hvtll!M. (5" Matrbc Ap plltd Llll!ndar) This budlfl does not lnclud1 1h1 ADA's portion of th« campai1n: It ls for the school dis ukt·, com only, Th, district has 10 t lemenlM'( scho o ls, a lotal o f 200 ttatht B and l.500 ch lldrtn.

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CII.Aff'Ea 10 C:.o h-mlaringandbudprli"II 111

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.. C:11.AnD 10 CakndarinRandl,udgnifffl

TIPS FROM THE PROS - Spendin1 your money strateilcally .... T ..... APll,M_"'5A.,....__,.....,.., ... Ceo:u I....,,__ .. ,,_... _ _, _........,_ ... Gnll_N a , •• r r,,c.,u,c1..,.,._NSA,...._,.,,.v•ett• ......... ,..,t1nt-,...,... ................. ""."'••aadai• ..... ~flawliea." Effectlw budieo"l ls one of the most strautk tlllnp '/OU t•n do to 1itv.1ce you, department a nd 0t1•nlution - and yourareer. To be valuad u I t ruu.d adwktr and tounstlor, 1 public rel1tloM p,olti<loNI netd• to kftow tlw bU$ineu side of the dlent ororpnlntion. urefulty buildl"I, justlfyinv. rnolntolnln1 ond rnon~orinc • budpt 1$ • critical part of str•toglc plannlnt. A Mll-tOMtluttOd budt•t prow!H • built-in mothod for smlnt npocutJons •nd ....,,lu.iti"I mutts. Hen, •re some thi~ to laMp In mind when mfti"I • IIN~ sanario that wlll tnlly shaw mum on investrnont and51!l tlw ~ for ~"II fundini for futun, projects.

«-111,r ....,..,_,, 11on;- ,.,.._ Undersund the rel•tionship of your worlt to key olements of the business. Whit .. tht top prloritlts, lncludlnt fiNndll prioritlts?

...., ••r a• 4 Think about whydolla,s wtll be spt'nt. n wttll u haw. Justlfy«ach upendlturw with menur• •bit rtSUIU.

........ ~ Match tht budttt IO bpKUtlons. If tht Ofllnilltlon doesn't .._ lht maurtts to"'"' Its pP«UtloM, show w!Qt --.Id be required n -11 n wh.Et an be done within exlstin1 boundlries. Offer 1lttffliltiw umarios, •lo"I with• str1i:.tic ilnllylls of whit the rwtum on lnwttment would be wilh J'Hlft upendlturK

C......Ntil, .,_,_., .. ...,_ Stiff labor is not • tre,,.• "°' is the""' of equipment. office space Ind the lib. ....._. 111,r-., • ••-•-- Rm1ember, ;mo, that th@ retum d06 not rWftl ID be mDfWtlry to provido rul value. If you lnwst In• plOlflm to ,,..bt tht cflfflllt for an tffectlvt fundr1lil"1 campalp o, to boost public sup- port for ( .. 11ainst) i.tlslatlon, that ultimabtly contributH to tht Offlnlmlon'1 battom r.,..

~ 11 n, m ~1 r\J

Strategic planning does not end at tactics. Your approach to calendaring and bud- geting must also"" strategic. Tactics should bl, timed to gain maximum b,,nefit from other tactics in the plan and from external events and annu..1 co.mmunity calendars. Strategic budgd_ing allow, you lo creatively manage cost wb.ile lewr~ging other n,la- lionships. Tb.e ctlendnr and budget 1hould bl, just as mw:b a part of your strategic and cn,aUw planni ng as an, the other elements ol the plan..

CH.Affl8 10 Cakndaring and butt/p-li"fl JD1

L Examine a local annual event and identify what publics are beingtarget.ed. Put together a Gantt chart for preparations and tactics. What are all the elements of the even t. in cluding partnerships. -dia and collateral materials?

2. Look o nlinc and make some phone ci,U1 l o estimate the cost of the tactics Iden• tilied for the abo\'\e t'\'\ent. Categori1e the budget>uy items by public to deter- mine a cost per public. lckntify where the o rganizers m ight ha\" negotiated dl1COunls or contributlo n.c and where partnenhips h8"" mitigated the cost.

References and , .ririiti.on• 1

CantLcom. (2012, June 20). What Is a Cann chart7 Retrieved from www.CanlLcom Griffin. C. (2017. April 19). How to build aa:unatt l'R agency projort budgtts.

Retric,\-ecl from www~i.iabu~-,,.com/2017/04how•lo •bu0d·accurak-pr• agency• projort-budgcls/

Hunttr PR (2009). Celebrating Flag Day in a grand way - Cool Whip Aylc. Case 1tudy provided by H untcr PR.

CHAPTER( . . . . . "' . . . ,, IIIPLEM ENTATION AN D coM,UNICATIONS IIANAGEIIENT . . . . . . /

• • • /f

. . "/ . . • 'There is a logic of language and a

logic ofmathematics. Theform.er is supple and lifelike, it follows our experience."

- THOMAS MllaTON AMDH IA. MO•a , W■ITa■ AJI • PO■T

l EARNl NC IMPEflATJVES

• To lum how t.o m•kt lht tr1nsl1lon from plannlnt IOUOCU!ifll.

• To IH m how ta UR c11tnd1rs ind t ask lists to m1Q1t tht production and lmpltmtnlllion of tactics.

• To undt<stand how to use budirets to manace tht production and implementation of tactics.

• To undorstand tM lmport•nc• of quality contn>I, measumnent • nd flexibility In the prouss of lmpltmffltation.

- C IL\nIA 11 /mplmtmlation crnd c:.wnmuniartio,u managnnml h" third step of the RACE model is rommunlcation. Tiu, stl!ps of the Strall!gi<' Communications Matrllt described in the, prrttdlng c:hapt«n have taught you

how to a-eat" a rommunication1 plan. But carrying out the plan - ;w:tually rom• murucating with pubUa - can be m ore dlJllcult than you might expect when you're crafting your plan.

For example, digital agency Grow developed a campaign for footwear and apparel brand adidu to celebrate the brand's 30th anniversary sponsoring the Bosto n

Marathon". '11H, campaign's big idea was to treat ""'-''Y runner in the April 2018 race lfke a legend. The <'Xl'· cution of this idra n,qulred the Grow team toc:apture individual footlge of 30,000 runnen. edit that footage Into peraonallzrd highlight film• and publbh the lllm1 on 11 campaign-branded ,...,bsite 24 houn after the race. Without I do ubt. this wu a creatlvr idea. But imaginr Lh~t you a.re tasked with turning this ide:1 into reality. Where would you start? What would you do next? How would you pull this off'? These questions get to the core of Implementation. 11,ey highlight the need to think through the personnel. technology and resources that are needed; the deadlines that must be met; the tasks Lhnt must be a«omplished; and the obstacles that have to be overcome lo bring a campaign to life.

The Grow team n,Ued huvily on technology to cnptun, and edit the vldcooa. A cwitomlud soflwue program co mbined thr unique RFID data from each runner 's bib with vidro footage capturt'<I by an o n -site lllm crew. However. Murphy·• Law - anything that can go wrong will go wrong - Ii u potent force to deal with when imp.lementing a campaign. Unexpectedly. the film tea:n, members weren't able todett'l11linr wbrttthc,yrould place their cameras until the morning of the race. This development made it difficult to sync the camera fool • age with the RFID data. Fortunately, the team bad tested the technology at other races befon, the marathon and knew how to deal with the situation. Unanticipated weather conditions also made the film crew's task difficulL Race clay was windy, rainy and rold, posing a challenge to runnen, and the lllm crew. Drew Ungvanky, CEO and executive creative director of Gri>W, said. • u nexprct.edly. the greate1t challenge wu also the greatest ~yoff." The weather terendipitously helped the runnen ronnect with the rampaign message, " Hen, t.o Create Leteml. • u they watehrd themteh..,, on their penonal highlight n,els persevering through the rain and the wind.

Tbe adldaa rampaign. which n,sulted In 100.000 vidc.-o view, with • 95-pen-ent completio n rate within two clays of the marathon. ilhutrates two important con• tideratlons about lmplmientalion. First. elCNClltion of a plan requires tnuulating big ideas into bite-sized tasks that when completed properly bring the ideas t.o life. Second, you don't have control over everything. lt's impossible to anticipate every contingency: hown"er, you need to have enough flexibility to acrompllih yo ur objectives while rolling with the punches. The majority of c:ampaigns that fail do so because they bad poor execution. not becowie they bad blld strategy.

This chapter will explain the """"ntW tools for maru,ging the implt!mentatio n of a plan: campaign calendars a:nd Implementation task UstJ. a budget to track adual coats. a quality control checklist and strategy briefs. The calendar, keep all strate- gies and tactics for each publk t'OOrdl nated and o n schedule. The budget lcttps )'OU

CllAPTlta II lntplffltffltutionundmmmu.nimtiot1• man'1jllffllml Jal

on trade linAncially. The quality c:ontrol chl!dt!Ltt ensures that tactics an, ttr0r-rree. And lltnatcgy brief• help you ch,,clt that the mrisage• In yoW' tactks att t~ted to the right public and accomplish what your analysb and plan uy they need to acc:om• pllsh ID reach the goal.

NcwrtbeleJS. remember that )'OU should complete every step o r the planning - through evaluation criteria and tools - before you implement the plan. Ooceyonhave c:ompleted the plan. check Its logic by bddcring back through the steps o r the matrix from the end to the be~ Mala, snre the tactics are appropriate for the strategies. Vuify that the strategies will enable you l.o reach yoW' key publlcs. Ensnre that the primary and sl!COndary mas11g<,1 will inform or persuade yonr key pnblks dfN:tively and allow you t.o acrompliJh your obj«ti,·u Checlt to..,., that the big Idea Is 1nrwed throughout yonr entire campaign. And. flrually. <,onftrm that all upe<1:s or your plan are firmly rooted in your research and insights. Once you ha,-., completed and verified yonr plan."-"' the tool• drsc.ribed in thb cbaptrr as your implrmentation road map.

SIRAJEG1C &flLtMDNl&ATION~ MAlllll 7. IMPI.INIJfflffl

- Tbe campaign calrndar ill uRCI to dlrec1 the whole campaign. lmplementa• ~ l ion wit IIJtJ break luclica down Into romponent tulta and help you tradt

than to completion. Tbe budget helps you manage rost• compared with projections.

~v Quality control cbeckliJllJ remind <=aton and editors of common mistabs. - Strategy briefs help to U1t1re tactics are aliped with 1tr1tegies.

To manag,- • projed well you mllJI be able to vlsnalw, the 011t<"Omr In your bead. You mllsl be able to see how an cllort comes together to c:ommunicate messages to an Individual publlc and aa-ou all your pnbUcs. The Gantt chart format rerom- mrnded for the calendar helps you see the timing and sequencing of tactics by pub- lic tbroughont the entire timeframe or the project or campaign_ You can manage (o r delegate management) by public if needed. The same Corm11t allows you to identify• selected timeframe - for =ple, the lint week or Jt10e - and c:oosidcr every tactic being implemento.'tl nrnong all publics within t.hat tlmeframc. It prcMdes a holiltlc viewoCevery tactic Integrating across all pnblic1: it displays the whole pictw,,ofthe campaign among nil publics ror that lime!rame. All a manogement tool. it helps you kttp all the halb in the air brawe you visualize the r nt ir,,ty or ev..nta. but it still allows you to narrow your focus to one public u needed.

JIii CNAn&ll 11 lmpWmtrntalionandmnwnlMlir.atiomm~mmt

A,; explalned in Chapter 10, Implementation task lists are more detailed than cal- endars for proposed plans. The added detail breaks down individual tactics into actionable tasks. You can apply the same calendaring concepts you used lo create I.be campaign calcndllr to identify the tasks and preparation needed for each tactic in your pbn (See Matrix Applied). In essence. thJs approxb allows you to create a detailed roadmap for each tactic that can help you avoid mistakes and delays. It may also reVl!al hidclc,n pitfalls that could derail your rfforts.

Use the Gantt chart format to map out the, production of each tactic. This format allows you to M!C t he, number of tuks and the, amount of time nl'tldl-d to complete each one. Use the campaign calendllr to deter mine the deliv,ery deadline for the baetic. Nm_ identify the tuks nct'ded to compl<,t e the tactic. Then, work bacllward from the delivery d,eadline to schedule task completion dotes. Once )'OU know when

each tult must be compldcd, you can assign tasks and deadlines to the appropriate

MAffllK APPUm Implementation task list This impltmenutlon u sk 115'1 outlines the inclivfdwl Uslcs nttdtd 10 product • video lo,.-, Amerlc.an Oenul Asso· ciation (A04) tamp•itfl to dtaust tlw incldtnu of tooth c!K,iy •mont ,1e.,.,,i:.,y school childron by motiv1tin1 t1Mm to pact;ce l')od dtnnl hv!!iene. {The tasks shown •rt illustrative. An octu• I video of thi, type would rcqun mott dietiiled tasks to effKtively !!"Ide its production.)

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CUAPT■a 11 l,,.,km,mtation andeomm11,r K'.otion• man"""""" _,

members or your implomentation team. You an also assign ad!frerent tum member or supervbor to approv,, each IJullt. The lmpleml'ntallon task llot will help you le.rep l!VCl')"Dne on tr:ack. You an we project manageme nt 101\ware, likr Asma. llueamp or Zoho Project,;, lo create and manage task Juts thnt keep everyone on your team up-to-date and on the Jame page.

Not only do you nec,d to lcttp tr.aclt or the t.lmeline or the campaign and the timing ol the tasks lnvalVNI in creating individual IJlctic■• but you also nttd to monitor expe,ues so tbe project doesn't go O\ler budget. During thr action planning phase. you ereat..J the c.omp1tign budget Wling project..J cosu. Projected ..,.ti are your best estimates of what the actual eosts will be during implement:a.tion.. However. whrn you start to implement your c,ml"'ig:n you will incur costs to produce and

x- ---:x ----IX

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• CH.Ano 11 Jmplanmtation an d m mmunimtiomtna1»1Jff1Wftl

TIPS FROM THE PROS Movint from plannln1 to Implementation

• ..

......,,..,,,.... .... _ ... ,_._ ........ c., __ ..,,,., _ _ .,.fl,,athlll,-.._tadodllab.

Sloe-•.,. ...... •,.w.11•,0ut-...,.v..,.,. r ◄ -'lthaYur.....,.y,i,.yw••--ta ..... _.. ....... ,_ ................... ........ In PR tt.re Is• lot of piannint and oftantlmas clifflts and wniof le•Mip will ask for communications pbin a m, plan but ,-r actually 1pprow l lltm. There Is no better fwllnt (or som.tlmn ttrrlfvin1 fftl lnl) than when I plan Is flnally 1pprowd and you an start movtn1 foiwardl When this hal)IMRS, dcwl' t .. , au1hl In the lltadllthts of doubt an WN1 ffllthl I" """"I, ..,_ i f1! some lhlfllS to keep In mind when lmplementln1 your pla n .

....,.._.,_.._.,,,,,...,,__,_. Ti lle a step back and double check if eve,vonewho IINds to be in

.... loop - - plan hH - IL Th- I• nothl .. - - nottlnc on • pn,ject and rull•l"I th• ..... Of HR clidn'ua the plan and has some major edits or fHdbadc. Don't fartn to loop in your lll!y staikeholders .

..., ..... 's ~ Make sun! the owner of each deU"'rable in your plan is clear. 't'ou i1on·1-n1 two mem- bers of your te;am workint on the same Job - accidentally callnt th!.- f1!p0rter or WHtint time. Spedflc and asslJnecl m;ponslbllitiH make the process much smoothtrt

,_.~Ill va,,•,,. dcwlt llf'llUtf, pl1nnln1 and you'w dcwlt h -11. so start lmplementlntl Make your tint a ll to a journalist. all your 11,st Sj!OM0r, mHt with that flRt politician on your Im - just start puttlnt your plan into action •

... ...., ---. Don' t ""111 to take notH a nd monitor IIVlfy!hl"I your tum t xecutn In support of the ampalp. It's nice to keep on-Ille notes from key mHtW11$ or ,._..tlons and to keep• record of --,thinl that has p,e - u (or not so well) wllh your pl1n or umpalp. l.,..nmmllor, Is a lt1mln1 prouss, and you want to make sure you h ... ew,ythlnt you need to show how successful your ampall" was a nd what tNncs you an lmpn,,,e or, the nut tlm._

disseminate your blctics I.bat may be dif[e renl than what you projected. Prices tend t o fluct u a te causing),-our estimated costs l o be higher o r lower than the actwil costs. Other factors can also alfecl your budget projecti.ons. For eumple. thett may be unlllltlclpate d changes In s ponsorship deals that could Inc.re,- or d ecn,- )"OW' flnllllc inl ability to produce a txlic:.

You c11n c uily convert your eight-column b udget document from a plllllning t ool to • project mllllagcnum l Looi by adding a ninth col umn t o record actual costs. Adding this column wm make ii e asy l o compart :ic:tual costs 11(,linst the p rojected com for the, c,ntlrc, erunpalgn o r for spttllk publics, 11rategle1 o r lactlcs. Moira Alcnnder. • projcct manage ment expcrt. author lllld comme ntato r, explains that budgt,ts should be revWttd, r"view.,d and tt-fon,cuted often. She said. "Your clwu,es of kttping • project o n t rack wit.bfrequenl budget .,,.,eware far greate r than if you forecast once and forget about iL •

CIIAPTI.■ II lmplnnmtotionandcommunkalion.manqpmwnt JII

()11 l 'tv rnntrnl Communicators cannot afford to makr mistilis in the production ond dissemination of lhdr lllc:tics. Relatively simple mistakes like typos and grammat- ical errors can damage your professional reputation and distract publics from your message. Bigger mis- takes like factual errors. cultur.al iruensitivity or boo meaagi03 can turn your campaign into a crbll. To awld making mistakes that might derail your strategic plan. yuu .,.,.,J to creat• an approval procc,u for tactk,i before they are disseminated. This means someone (or multiple peopl") other than the person who produc<--d the tactic should review it before it•• made ;lv:;1ilable fo.r public c:onsumption_ It's much IM,ttu to catch mistakes IM,fore ffien are printed. email, are sent wemites a re published or social media c:on• tent is posted. As a popular proverb states, "Measure twice. cul once.·

St e\'!! Goldstein. a writer for PRNews, explains that all writers have their blind spots: the grammar, style and usage mistakes they make consistently, sometimes •ithout Ming aware of them - lib, using "lead" when you mean "led:" misusing

"their," "there" and "they're:" mixing up "effect" and "olfcct:" or using "it's" wht,n you should use "its.• He n,c:ommends deve.loping yuur own quality rontrol checklist to prool yuur work before it is published or sent t o oth ers for approval The cheddlst should remind you to pay attention t o c:ommon mistakes. such as typos and AP style. but It should also remind you t o watch out for the spedllc mistab,s you make. You should add items lo thi• list as you become aware of blind 1pot1 in your writing. You can also add item• to the list to aid you in fact cbecltlngyour work. For example, the following questions can help you n1>id cosUy urors.

Are names of people and organizations spell"d c:orrectly? Did you use the correct title for a company spokesperson? Did you use the correct dates and times?

• Are your quotes o r summaries of quot.rsaccu.rnte? • Are the quotes attributed to the right people?

Did you """ the correct data o r statistics to back up a persuasi\-,, atgumllnt?

Another blind spot Uut can """P you from produd03 clfectlw, tactlcs is tho curse of knowlc,dge. Acco.rcling to authors Chip and Dan Heath. knowledge becomes a curse when the person c:ommunlcating an ldea c:an·t remem!M,r what it was like not I.a know or understand the idea i n the lint place. This makes it difficult to c:om• municate with publics who don't know what you know because you assume people know things they really don't know. Daniel Pinker, u linguist at Harvard University. has writtrn and lectured on the curse of knowledge. He exp.laim, • 11 simply doesn't occur to the writer Uuit readers lun,-,,n'I learned their Jargon, don't IC!C!m to know the intermediate steps that IC!C!m lo them to be too obvious lo mention. and can't visu- allz.e a ac:ene currently in the writer's mind's eye. And so the writer doesn' t bother lo explain the jnrgon, o r spell out the logic. or supply the con crete details - n-,,n when writing for profeuional peers." One way to IM,at the curse of knowledge ls to have

JIii c·IIA"&■ 11 lmplanantalion andmmmunia,/ionl manaJlfflM'tfl

MINI CASE Volkswa1en I Deception by one of the world's lartest automakers causes $30 billion loss

BACI STORY In 200,. 'Allhw•ttn IQCllliYH p41nned lo inc ...... m.rlcat sh1r1 In thl U.5. t,vd ... loplnc mo,a , .. , •• fllclan t d i• · HI qnes Wlwrl compar,y t nt lnee<s dlK~ t he new t ntint co uldn't ,_ st,ict U.S. emln lons sund¥ds, ••· a:ullws dlcidld to ch11t nit hlr t hin Iii the p roblotm. Thi 1ut am.,..., lnst1llld saplll1tlcatod Mlftwal9, later , .. ltd •

-•tut d evic:e; th ~ could d etKt whef'I ~ u ,r w.» u-ndlff'IO'n1 ~ emis:slo:n$ t est .....ct tempor,1,Hy incre~se Its en1 tne's pollution control< so It would p,HS. r -.,,...,.1attt, Valltswat@ll l•unchod • nall2tint ump.a it,, that promoted its dltHI· ~ c1rs u envtronmenully lriendly alttmatives t o Its compt11t- · hvt,rid cars.

In May 2014. West Virginia Unrnrsity n!smrthe!s published t he n!Sults of a study funded by the ln12rratioruil Council on Clean TranJl)Ortatlon thlt 19po!Ud emissions ttsti"II ll!SUlts ftom Volk~•·• ·r 01· d l1tsel tntlnt in two diff1trtnt models: tl,1 21111 Jetu and lht 2012 Passat. The rl!Ua n:hwB want.ct to know wlwlhor emissions rl!Sults ftom lab t tsts-..ld bt d llftrtnt ttian emluion ie..ls undtr normal d,,,,_,. conditionJ. nt.lr study r .. u ltd that - lhoy dn, .. thl Cill'S on tht road. nil "'19-n Ollida 1missiO<ls wu1 n&l1y .a t ilMS ~" lhan U• lftll ltvol permitted In lht U.S. This d,su, .. ,y ltd the Calil11mla AJr Ruourcu bolld to imutlpt1 lht Cerman automaktr.

Kl:Y FACTS Ourlllf thl Clllfomla Alr RHourtfl l!o.Jrd in-1111lon, Volksw•!lfll o fflc,ajs pv9 1"""1titators lal11 and mis • ludi"I informat ion, Vol k...,.n also issued• i.oll o n all 50 0, 000 U.S. ditffls. Pl)~nlfl!I • softw•,. upeQC!e would ft• lht ,missions 1, ..... H_,,.,, 1ht UIJ(latt d idn' t makt much of• dilh11nu. which caused invost11a· tors-ta btcome more skeptical and lfil deeptr.

• Volk"""?"" •mplovees d•S"lnr{ed tllousands o f documlnts t hat cont.lned incriminiillin! l!Yidonce about tht

defntdel,i<t.

• On Sept. 3, 2015, Volkswa1en tltCutives adrnittod lo the Calilomia Alr R-...ias Board and t he EnvirvnmfflRI Prottctlon A91ncy that Its urs M19 ft!U,Pptd with a d tfut dtvlct. On Sept. 1'. the EPA's fonnal violation no• lb to Valk_"I.., wen t pu blic. 11-s Htlmaud that as many•• 11 mi Dion c;on; acron thl 1lo bl wor. afhcttd, includJ"'l the Audi, Porsche •nd Lambofllllnl br•nds,

'11,e day aft~ the announctmtnt, Yolk .... .-,·, stock p,iu droppld 17,1 pa,clftl, th• 1qu.._n, o f losirl,r SIS biUion In mat1cet value In one day of lfDnl. Volksw•ttn dt• ltrs artd tu<tomtrs In the U.S. rtparttd t.ellnt bltray.d by the campony u u r values plum• meted by 13 percent.

H- -u/d v,,11 rupond In such• rrisls?

VOU<SWAG£N'S RESPONSE On Sept. l'J, oKlltives of Volk~ Group o f Amorlca instructed its dulerships ta stfll) seltiffll its remainim1 lnwnto,y of 2 015 TOI dluet veh.ldts. Thi followint d ay. VolkMilffl CEO Ma rtin Wlntutcom mad1 a public apolo9Y a nd oplaintd that ht h•d ordlrH an m tel!QI 1.-stitatlon. Th not day. Micha! Horn. lht hitt,1st·rllnkin1 Volk- <WIIJ!t" 1>1<utlw In Horth Amitie._ apo!Ollrtdto an audltro In lltooklyn, NewVort. whowert there t ocelebrata

O.l lAPT U 11 lmplnnm totion and mmmu11 kvtiona1 manoptfflml m

111• l•un<h of 111• 201' P•n• L H• admllttd thot Volksw11•n had · tuallv so_,, up· i nd promised that u ,. ,om- ~nywould · malctthlntS rftf,t" witll •• its stakeholders A dill¥ later. Wintelitom relNstd • video o1polocy p,omili"t tholt Valksw•1•nwould be tonsparfflt. rep;,irtht dilma'I" ca ustd bytht K:ilnd.11 and ~•In the publl<s' tNst_

On S.pt. 22. • l.erm• n ,_pape, reported tho1t Volksw~tn planned to fire Winten<orn and repla<t him with Mattlns Mueller. who was runnini the Po!Yhe bTand at the lime. Volk-..gen spollespeople denied the daim. but. ti,. 11bt day, Wlnte!1<om rtsitnN In his Polrtl"t st•t•ment. ,,_ denie<t knowlftl ~I or p;wtld p~nt in the "-"'at ~ scand•I. HI! insisttd- • smal 1JlllUP of m111adt •~nHrs within tht romparny-re at fault. The~ Mttr Wlnltflcorn·s rultn•tlon. Mwlltr wu na!Nd .,,_ n.w tEO. ltttr l hlll M_t_k. Volkswat•n announ<td It would replxt wflwlrw on th1 n mil Ron affKttd whi~ at a <ost of approxima!Ily S6.5 billion.

In Nowmbtr, ~lkswapn otlw,rtd Its U.S. <ustomtrs two SSOO tlft cards In an attempt to patlfy their •"11'1' about tM sc-•ndal ind tht ir lrustrat,on that the <omp1ny hadn' t •nnounctd • pan 10 fix 1llelr ' '""· Howawr, ..,.n thouth Volksw• 'l"n planned to recall cars In Europe. It did not otlw,r Its European customtrs any comptnutlon b•HCI on IM Jusliftution Wt Its btb;wlor-sn' t UI• undff EurOjl•.n ,.,ui.uons. Lai.r 11111 month, Hom apol°"ud t:o ~tte,ndffS at tq L,os Antefes A11to Show ; nd promised th~t t'he com~nvwould soon unve il its pl~$ tofu t he

ilffKt:m'.I earl.

RESULTS Jaiuarv 4, 2016: The U.S. Otp,ut-nt of justice ft ltd • compalnl apinst Volk"'"ltn for 1U111d violations at 11w Clun Air Act. A yur latn. Vol~ •11n,ed to plead 1uilly ID 11,,.. fNJny counts a nd pay S4.3 bilr01 in criminal •nd clvll ~alms. Sir b«Ullvts a nd 1mployffj Wtrl .alw lndkttd. March 9, 2016: VaNtswapn C,oup of A-rica CEO Mlchatl Horn ro5itM. March 26. 2016: EPA llltlnds Volkswltt'"'S deadline ta submit a plan to rt!QII Its TOI Vffllcles In !lie u.s. M.arc h ~. 2016: Tht U.S. Fedltr•I Tr•d• Comml.slon (FTC) s....t Volk-ttn for 1MC1llllnt con\ufflfft w,th Ill advtrtlsln11. A stttlement reached In October required Voliaw•ttn to pay $10 bllllon to owners at afftcted vt- hiclu . This I• lh• la,i.st fal'8 adwrtl, lng case In FTC hist~ April 21. 2016: Volksw•itfl Croup of America announced that the owners of caws w,th TOI dlutl tntlnu would tlthu m:eivt a V@hid e buybad< or

a Nx to brlnt th•lr whlcln 10 -II •missions standank 1t • cost of $14.71 billion.

2017 u t imatu put t ht cost of tht 1lobal scandal •t S30 trillion. In summary, 1/olkswapn issued multipe apol01iH bu1

offtrtd to do nothln1 ta. its consumers. bHldu issuin1

SSOO fiilt cards, until the comp•ny WH mandated by jOVl!mment ajendes lo act.

........................... E119lne louh In d"•..I engine,

:"Iii,~ 1, ..... ~ ........ .,.....,., ., •• ~ ') __ ,.. ____ _,....., ' ... ,_ ,..__.__llf• ~-.....-----.... ....., ...... Id,-

Would you buy o Vollrtwo911, d 'aul? WIiy or why not? How would you rrtommmd Vollu wo!llll r,tow,

from this t. lf•lnflttlrtl crisis ]

m CHA."u 11 lmplrtmtntalion and communiaitiotu managrnw.nl

TIPS FROM THE PROS How to mana1e lntelf'ated campaltns

,,,,.,...,_. .. ~ .................. .,,..,.._,,..._.r I II Atw'flleu_,wlllllll ....... .,....,.__Co I ■"lee■ .__,...u■lf ....... 111 ................. I -..11■11c• ■-■-Y .......... ._.1 .... u.s.,,,,.,ti,■,.. ....... 1..,.., ... ,... .................... Ndal ... ................ 1 ... _..,.. •la

Now. mod than ewr, tonsum■rs . ,. barra..,t witll marlt■tlnt m■ssa .... not only from 1radlllonal and dltltal -., -1$ but also f,om u- , ,,,.,_ <ontefTI - social ,.,e<lla. We don't cifferentiate where we pt info•- mallon. W. tau ii In llolisllcally to form opinloM and bBnd proftmices as -a as to mab clods Ions. Suru,ssful public relations practitioners unclersQnd that hollstlc. lnt1,1 ratod m a rbti"I stratetlos are critltal t o suctossful br3nd m"°"!l!mHIL

lntll"lQbd ma1turti"1 communications Is all about bulldlnr brands throup tonsisffnt m■ sU11n1 across all com• m<.niatlon channels a nd touchi"I CllfflUIMl5 ....,_ thoy all! in ways most moanintful to them individually. Suc-

cusful umpaltns colleslwly communlcatt conslsbnt m■uaps a t 1ve,y point of tontact with consum■rs . wllttlltf tnfOUlh a 30--ond t■ lovlsion spot . ,_. artic:. • ..,.nt. You Tub■ vidto o, Mldal ....iia post.

AMrtlslnl a llows control of llle "'6~ Publi< 11!1atlons tnabl■s brand stcwvttllnt, Tarpttd content m arkttlnt Informs . and Mldal !Mdla ,,. ..... Campaltns 11111 succ■ufullv lnt■trM■ mulllple dlsd plines Sllrround consu,,,.rs In a --, that 18M•atts a distinct undtrsUndlna of the bBnd tsstnce. Th■ fona..tnt 111 compon■nts of su,auful i1tttt1attd campal1ns.

H■ill■lilt .....,.._ Communiuto,s from all disclpliMs must bl traintd to think bnladly. 1lwy must posstss an ~n

mind to rKO!fnize the role each discipline can pqy in an inttlflttd tampai!ft.

,....._ ,,_ ... Succusful lnttlflttd ma rbtfnt communltatlons campaltnt start willl pla nnln1. Httnd to tne anlM prottss and contin~ lhrouet, Dl!Ortion. ~•int, ma,btlnt- public n!lalions. content and social mar- kttl"I must haMt ■qual status H tach play a rolt In tl1!atlft11qultv and brand p11!fwftnce •mont consumtrs.

Ho DIS t,th■ ,,,...,.,..,.,., -. A 11!alybil ld■a Ison■ t hat can b■ tffKtlwtv applltd across ma ny mar• kttlnt dlsdpjln■s and ut■ndtd to all dlann■ls ol communication. ldus must bl dr..i fTom a broadlf ,., .. ol ~ - ,.,t dtMsed by one dlsciplint M d later adapted to othe,s.

..,. ~,.-_ _,_,. An lnUIJlted campaltn an be mo,e rellfily held actountal>le lar business perfo,-

manto. Hollstk stn~ lsts must mbSUII! tn■ ■~s of each thMn■ I ol communications s o tn■v can modu- late t he ma<1tttfnt mix lor optima return on lnwstmtnt.

C UAPTl.a 11 lmplnnrntation andcommunicatforu manaprmml m

colli,agues review your v."Ork and identify areas where you are making assumptions that nrc,d more clarity or dt!lail Anoth..r way lo bent the cUl'II! o( knowlrdg" Li lo copy t m your tactics with members or your target publics to 11tt if your messages enlighten o r ronfUJe them.

A different tool you can us,, to gauge tbequlllityof • lactic is the strategy brief that should hm,e guided its creation. S-..gy briefs outline the publics, purpose and mes- sages for each tactic. If the tactic wu cn,ated by following the strategy described in the strategy brief, you can ha,,.., confide°"" that ii will have the intended ellect when It Li distributed to It• lntenck,d aud~.nc:e. However. if the tactlc is •olf strategy.• mean- ing it isn 'I tied to the strategy bri.,r, it's not lilti,ly to be .,_ft'ect~ and should be n,vl..,d bdon, it Li UK-cl In tbe campaign. You. or those, who hav., project oversight. can com• pare ftnali:ird 1trnlcgy briefs with drafts ortac:tlc1 t o ensure they target th" right pub- lic, appeal to the right self•inti,rest. 1ttOmplish the right objcctiYCSand communicate the right me11age1. You can also U14! strategy briefs l o keep auignrd cont ent ere a ton on b.dc by ensuring that the- d:ist:ribut:ion information o.n the brief reflects deadlines aod milestones on the lmplt!Dll'tltatlon task lists and campaign calendar.

Onf;!oin~ 1nonitoring TI J ' f.PPrlh•l('

Th" Implementation manageme.nl loob dt!SCrih«I In lhi• chapt e r - the campaign calendar. implementatio.n task I~ the nine-column budgi,t, the quality control dw...,klbt, and the llralegy briefs - an, the maps you UJe to keep your lmpleme.nto- tion efforts on track. While these tools provide 1tnicture. 1ttountability and dead• l1nrs. lmplement.utlon also requires ftl'Xibillty to adapt to chaoging cittwmtanc:e• and unanticipated responses. Prussian military strategist Helmuth von Moltke described the need for ftexibility this way, "No strategy survives lirst contact with the enemy.•

Whe.n you plan the evaluation (the 6naJ step in the Str.ategic Communications Matrix). you will plan for musurenwnl throughout the Implementation phase. These, measurem enlJ provide, d>eckpoints for your progr= tDWllnl reaching the obj«tlves and gonl Bui what if your measurements reveal that you on, not o n tnck? The implementation m1UU1gemr_nt t ool, give you the ftexlbility lo mAR adjustm.enlJ as the plan unfolds. Changes in the timing of production or distribution of tactica can be addr<,...,d in the calendar aod task lista. Sometimes monitoring will ..,,.....,J a nttd to moke fundamiental d!aoges to your plan. Adjustments lo tactics could Include tweaks to messages or chaoges In dbtribution channels. TbeR changes should be reflected in the slrat.egy briefs and will Row naturally into the t actics u they are created. Adjustments to the strategy might require you to go back to your pl:,nning documents to '"'°'II and refine your plan to get back on track. The n eces· ary alteration may be as simple as adding or cha.aging a single txtic or as grnnd as revamplng on e n lire pubUc.

ZM C.11.An&■ 11 lmplnnantaliooandaamnt unitatKllffmllffQflffmntl

,, 11111n~rv

The cunpalgn alendm- t. • planning tool that bttomes a management tool once you have begun the actual implementation of your communic:itions pion. Use it to manage your efforts for each public as ,,,ell as to manage the whole campaign from a macro penptttive. lmplementation task lilts bneak tactics down into their compo- n ent tasks and allow you lo track them to completion. Self-generated quality control chec.kllsls nemind you of the common grammar. style and usage mls141ces you per• sonally tend lo mah and should check be(on, nuw produd ng or di.mibuting your lact.ics. Strat~ briefs are USl'CI to c reate and confirm that communication tactics ••• conslst e_nt with your owroll strotel!)I, Couplrd with ongoing monitoring and fa-dback. lheK management tools allCM• for fl011>ility and a<ljust ment to keep the p lan on traclc.

Exe!'"ci~ec.: L Identify a tactic from a local communications campaign and create an imple-

m entation task list for it. Identify all o r the us.ks that would have needed to be complet ed to produce and diJtribule the lactic. 8" as thorough u possi- ble. Cneate a Gantt cha.rt that shows the order In which the tuks would i,.,,, needed lo be completed. Ident ify deadlines for nch t uk.

2. C n,ale your own persoWll quality control c becldlsL Include common umn in grammar. spelling, usage and style. Identify areas where you know you are wnlc. Tal.k with others who are 1'amlllar with your work t o he.Ip you Identify any blind spots you might not be aware of.

3. Review a few of your put att empts to communicate information with another penoa. You could look a l personal emails and social media posts or commu- nicaUon tactics you made for class or a clienL Consider who y ou wen, com mu• nicating with and try to see put your own assumptions, Did you fall victim t o the aine of knowledge?

References and qi ..rl r1 ; t i n ri I ,-p ~::u1 i n cs c;: adldu.. (2018. April 5). Adidas inlJ'Od....,, ' Here t o Create Legend' 2018 Boston Marathon•

campaign featuring 30k penoaal highlight videos d~ed to 301< runners within hours. [J>ness Release). R<lrieved from hltps://newudidu.com/ us/ Lateft•Ncws/ adi<bo-introduces• -hcre-1 <>-<:rcate-Jqt-nd•· 20Ul-booton•maratbon••campaign••fea • turtng-30k-penon•l•hlg/1/1 t8(c9S0· ~ •98ff•M88ladb6RI(

CIIAPTl.a II ,.1nnm,a:tionundcommunl,a1iommanapmwnt 111

Ale:rander, M. (2017. Aug. 18). Project management: S tip, for managing your project

b""3rL Retrieved from httpo,/,......,,..,do.co,n/artklo,'2,406862/projcct•managcmmt/ project- management -project •managemcn1+ways•to-man.\ge•your-budg,,Lhtml

Department or Jutticc. (2017. Jao. U). Vollcswagcn AG agrees to pie,id guilty and pay U.3 billion in <riminal and civil prnalms: Six Volkswagen exccutiv,,s and cmplc>yttS""' indicted in ronnection withronspir.icy lo cheat US. emissions tests. [Press !Ideas,,].

Rctrk\.'Cd from https:/f'WwwJultla,.g,w/ opa/pr/YOll<N,.gen•ag-.,,...,.. plead· guilty· and-pay-43-billion-criminal-and-dvil, prnalties~

~ J . (2017, Mar<h 16). Englllffring a d«cptlon: What led to Vollcswagcn's dlct<,I sandal. Rc1rleVN from hnps:/~ .11)1imrs.com/J ntcr.i<ti""/2017/l,usint'D/volk• swagcn•dl.,..,l·cmlsslons•timcllne.html

G1tco. G .. Ewing. J .. Rus1ell. It & Watkins. D. (2017, March 16). HowVollcswagcn'• 'dc:£e1t dnices' workl'd. Rclrlc.-.,d from hltps;/ fwww.nytlmcs.com[111terartive/20l!Vbusl· D1:Js/ in1crn,itional/ vw-dl-i-cmis,loru•ICIIDdal..,xplalnod.hlml

Goldltein. S. (2016, May 19). A q\aality control e hecklW far all your writing. &tri.-...t from

https:/fwww.pnw,wso.nlinL'.mmja-quallty-rontrol-clicckJlsl•for-all•your•writiuf,/ Growweboitc. (2018). RelrieYed from hn])S1// thuisgrow.comjworlc/herc-to-a-cate-logend

Guillodo. L (n.d.). Quote #25: No stnt,,gy survives lint ronlllcl with the enemy. Arthur D. Uttk Digital l'toblanSot.ing. RetrleVN from http:/,lwww.digitalproblemsolving. rom/ quotc/ no•strate'/3•Sl1M\'6-lirst-conl:lct•with-thc-enemy

1:laldm. D. (2016.Feb. 26). \'W1 crilll stntcgy: t·orwm1, ,c..,nc, U-tum. Rctrlc.-.,d from https:/ / www.nytimcs.rom/2016,'02/'lNbuirinc11fi nternational,lvtn•crim••lntOtc)'- rorwvc1- ,c..,r1e•u •h1mJ1lml

Heath, C. & H,alh. ll (2008). M..,..lo Stlclr: WltySomr ldm•St1rm't!andOlht.n Dk. New York: Rllndom House. Inc.

Hen, toCn,ate Lrgend wcboitc. (2018). RrtrleVN from hllp://www.hen,tocrcaldt•g,:nd.

adidas.com Jordam, F. & Pylu, P. (2015. S.,pt. 21). Volbw:igcn rockL-d by US cmiuiom scandal u stock

price Calls. Retri....,,l from hllJ)S1/f,l,-WW.csmonitor.comjWorldjEuropc/2015")92l/ Volbwagen•rocked•by-US-<'llU5DOJ15-scandai•as•stoc:k-prlcc-f:i11s

LrBeau. P. (2015. O<t. 7). Volklwag,,n dc:aler: Bigc,11 fraud I ha""....,, _n. Retrk-,.-.,d from h11J)S1//www.enbc.rom/2015{1!V07/vw-<lcalen-Cllltomcrs•rttl•bctr.l)-.,d- by-flnis-

• io111•cheollng•scandal.hlml Liellt'rt, P. & Cn,mer, A. (2015, NOY. 9). Volbwa,cn mDvt!1 to appease an,ryou1omus.

worktn. Retrieved from hlt'.J"://..,.,,..nuten.<om/ ortlclc/ us·•·ollcswagcn•eml1- •ion■/\-olklw•g•n•mm't'l•to-appo,ue•an.lJl'>"'<"u•tomcr1•worken•idUSKCN

OSY1U0201SIUO#C9uTjqR70U2PdOgW.91 ldoa. J. (2015. Sept. 21). Volbwagc,n'upolog)I on TOI ocandal by Pr.-sldcnt and CEO

Mkbael Hom [Video}. Retri,wd from bttp<://www.youtubc.rom,lwatcb?v--<lyiTwCu•

Cllqg NPR. (2015.Sept. 21). Volm-.gcn ltod:plummeu uCEO apologize, roremiulons cheat.

Ret:rie\'ed fromhltps:/,'www.npr.org/scctions/ tbetwo-way/20l5;'09/2l/-442l74444/ ,-olksw,igen•stock- plummets- u-tt0-apologizes-for-emiuloru-d>eat

Rklwds. K. (2018, April 19). Adidas created pcrsonalixed videos for 3Q,OOO Boston Mar.ithon runners in 24 houn: &and • -orked witl1 agency Grow ta pull off~ foal, Ad IVttk. Retriov,od from https:/ /www.lldWftk.rom/br.ind-markrting/adid»<rcat• ed• pcnonallzed•vidco,•for•SOOOO-bos1on•manithon-runnen•ln•24• houn/

J1I CNAM'D 11 lmplrmrnta#on and communiralioa muntll/f'.mml

Rlley, C: (2017, ~t. 29). Vollcsw2g•n·sdlesel scandal <OSU hit $30 billion. Rrtri<Wd from bttpo;// moMy.mn.rom/ 2017/ 09/29/ ilM,1tlng/\...u..w:,gc,n-dlr..,l-•o•t·SO-billlon/ index.html

Sleek. S. (2015). The cmse of knowledge: Pinker dosaibos a keyame of bad writing. [Blog post]. 11<,~ from https:/jwww.p,ycl,olop<alodentt.oryoblerver/ the-curse-of• lmowt..dge-pinker-describes-a- lr.ey-ause-of-bad-wriling

Vol~n Group (2015. Sepl 22). Video 1Late=nt Prot Dr. Martin Wlnterkorn. [Vidc,o). Rrt~,,,(I from bt lpl://www.youtube.romtw,at ob?vswMPX98JIOak

WaJhkuch. F: (2016.Oct.6). How Voluwagcn'1cmblion crbls unfolded. Retr l.-1 from btt po.f{Www.p.....,.,k.con1/ arliclefl36Sl54/wllr.lw,_ge.no-emi11lon,-crlsl1- unfoldNI

COMMUNI CATIONS MEASUREMENT ANO EVALUATION . . . . . . /

'7n reality, the lines are now so blurred between social and traditional media that we really have to change the entire [ measurement] conversation."

- I.D. PAJNB PV■ LIC ••&.ATIOJU MaAUr••·••T ou ■ u

. ... c a o o r ••• ,.. PU■LJl■INO. L.LC

LEARN ING IMPERATMS

• To undentand the lmporunce of irvaluation in demtMbb•tit11 results.

• To unde<>und i-to plan irvaluatlon based on -t you , ,. t ,vin1 to occompllsh.

• To unde<nand '- 1.0 det1rmln1 irvaluation trit lfla a nd the ai,propNte measurement tools,

Z17

n l CM.A.nu ll. OJmmunirot.iara mrm:urmwnt and nvluation

m Fl1ure 12 .1

lmost two drt::ad«,s ago, surveys among public n,lations professionab found that tht.,y genttally "ladtl'd confldl'ncr to promote .. valuatlon mrt hodl lo e.mploy-

en and dients• (Watson. 2001). Lack of knowledge and understanding of "'"'luation models and techniques seemed lo be tbr pduwy reason pr.actltion.en did not pro- pose or conduct evaluation_

What a phenomenal diJl'erence a few decades make! In 2010, an international coalition of communication Industry usociations issued the, B11rcelona DedaraUon of M.....un,menl PrinciplcL The lawst venion of these RVen basic principles of public relations cft'.ecli..,,n;,ss and communkation measurement arc shown In Figun, 12.1. The l nstitule fo r Public: R,.tations Measun,menl Commission crealed an o nline n,pository of research about measureme.nt standanls and ewluallon best pructiceL And the lnler nolio nol Anociation for Measurement and EVllluatio n of Communication (AMEC) launched an 1nleracth,, Evaluation Framework" to help communicators ·prove the value of communlcation in an• of a«ountability.·

Finally. measurement has become the ~tch "WOrd :and ' resu.lts, results. results• lbe mantra of rxecutives. Instead of vimng an organiution's communlcatlon as a kind of mystical intangible - intangible methods, intangible effecll and inlangihll' results - • ·e nowmeasureeverythlnginourc,Jl'ort l o build strong relationships with key publics and contribute to our organwil ion's 1uccc,u. This crucial 11.ep bu finally mod<> us stratrgic:.

We, m111t be focused o n what""' are t,ylng lo accomplish. who we na-d to readt to achia-e it. what messages will mo tivate thc,m and how best lo send those messages so they pay atlc,otion and acl Executives demand hard data measuring our results in .,ach o nl' of those key ell'ments to success. They UR data to evaluate succ,,,u and to dri,.., decmon-making.

Organizations - commercia~ gove.mmc,otal and nonprofit - 11.,, managed to produce reJUlt:s and lo accomplish their misuoDL Eadt function of the organiution must be able 10 d i,monstr.ate ill contribution lo the a«omplishme nt of the minion. The ability l o P""'"' results is critical D04 only for lh<' o rgani%ation but also for the employees doing the wo rlL There is little reward to worlting dally in efforts tha.t you cannot be ,u.,, an, making a contribution.

Barc.elon.i Principles 2.0

1. Coal setting and meiiSurement an, fundamental ID communication and public relations. 2- Musurint communlc-.tlon outtomtts is ll!Com,,,.nded wrsus only musurint outputs. 3_ The offK1 on o,pnizaliOMI ~ rform;anc, can and should bt measured wt,..., possible. , . ~asurement and evaluation n,quln, both qualltatlw and quantitative. m~hods. 5. Advffllslns 1/alue Equlvalencs (A\/Es) are not the value of communlu tlon. 6, 5oci~ media can and should bt measured conslstenlly with othor media clw!ntlS- 7. Musurtmtnt and tvaluatlon should bt c,--,spartnl, conslnsnl and valid.

CIIAn&.ll l2 Conwnunkatiom mwmurwmrnl and nvl.•tion JII

Theliteratureofcommunicationcontainsli<'Veralmodet.ofevaluatlon.. Theybulc:ally all evaluate suettsa :along thrtt stancbrds. The lint is 1ucce1.• that justifies the budget expenditure. The secood is elfectn-.,uess of the program itse!i. The third is whether objectives were met. While these standards are all worthwhile gauges of suettss. put youne.lf in the position of a CEO. What :are they looking for? In a word. results..

ResultJ may mean meeting the objectlvu, they may mean success thatjustilies the budget expendltun, or they may mean elffi1iwly <:llrry- ing out a prognm. But what we should focus on as our orpnl.utlon'I marketing. public relations ■nd aocl11I mcclia communication specialists is setting obj«tivcs that an, nw,111un,d in tenna of rcsulta. We also need lo jvstify budget e,cpenditures i n terms or rosulu ""d determine program elfL-ctlveneu In terms of resulu.

AMEC developed the abo"" referenced I nteractive Evaluation Framework to help communicators imple- nw,nt the Barc:elona Principles and demonstrate effec• tiveness. The &amework outlines four cat egories of measurement thnl. when used In combination. paint a complete picture, of progr.am ,-lfectiveneu - whether our tactia suc«edcd In delh,-.ering the, right motiva- tional me11agea to the right publics ■nd cau.c,d them t o act.

The first two categoriH - outputs and outtakes - are partkularly useful III tac- tical monitoring tools during campaign implementation.. Howe,,-er, they are usually not sufficient t o demonstrate program elfectiveneSJ on their own. Simply !lb.led, -tpata are evaluations of a communication p lan's tactica. They are basic counts of tactics produced by communicator., and evaluations of potential message exposure to key publica. Measuring o utputs forces communicalon to take a close look at their tactical execution. Agency practitiooen Matt Kucharski and Heidi Wight (2012) obsen-..d that output, can be ""8luatrd using questions such as. · was it o n timr? On budgd? On meuage? Adhering to corporate standards?"

0.ttallea are evaluations of message rettption. They measure whether key mu• ages made, It through thr IK'lecti,-., pe=ption and retention filten oft argrt publka. Measuring outtakes allows communiaton to determine the elfectn'l!ness of their tactlcs In breaking through thr media d uller and cnpt urlng attention.. In addit ion. outtakes measure meuagr retention and recall :u w,,U as :,ctions taken by target publics ln response to un individual mes.sage.

The next two measureme nt categories - outcomes and impacts - are used to deteDDine the end results of a campaign. Chab,o.,... measure the effect of m essages on key publics. Evaluating out comes enables communicators to determine whether a campaign changed the attitudes. opinions and behaviors of key publics. Imparta me:uure the effect of a communiallon campaign on core buslneu objecth-.ea. This type of evaluation is used lo figure the, atent Lo which communbtion ell'o rll had a posili\'\! Impact on p;,rfonnanc1' Indicators that are Important Lo the overall orgllDi• talion. These Indicators may include reputation, relation1hip,. aa).,. o r donatlon1. These measurement c,itegories are partic ularly import.ant becau.c, ev.aluation that

~ 1111111 1

g-g ~TPVTf Ev.iluation of tictic aution ilnd distribution.

~ ow·n l1i Evaluation of fflftsate attonllon. roull • nd 11!Sponse.

m 01 -co- ., Evaluation of ~ in attitudes, opinions a nd behiivior4

.C1 Evaluation of contri bution to business obloctlws.

i t !

DI C'NA.n&a 12 Comm uniratfom mffl~I andnvluation

MINI CASE 8oehrin1er ln1elheim and EU LIiiy and Company I Fi1htln1 diabetes-related heart disease with love

aACKSTOAV Acco,dlnt to lt1t Americ•n Hurt 4uod otlon. .odultl wllo h .. t d labetn .,. two•to,lou, 1imt1 mort llh ly t o dlt fTom he•t disuse tNn adults wllo 11on·1 ~ ~bttes. Those with tvPt 2 dQ betes. wt.ch prevents the body from usl111 lnsu Mn p,op111'(, •rt p;a,tlcul•~v al rlslt. two GIil of t h- paoplt with I'll" 2 lbbttn dlt hom t•rdlovastular disuse. In 1111i , the Food •nd °"'I Admlnl<ntlon (FOA) •pptOWCI • p l'HCrlpt;on medlc::nion developed by 8oeh- n ... tn~m Ph•rm•ctuliuls, Inc:. .,,d Ell Llllv and Comp"'1y th.al ,._dutu the risk of dl!ath In 1dults wllo 11.rw IVl)e 2 dlabetts and established Cilrdomcu~ diffase. Webfr Sh•ndwitk •nd dn• Communic:atlons were ch1llen11d with i"lliffll people to care enough about Ille linlt ~ 1VP!! 2 dl•bet5 and hNrt disease tha t they would talk to t Mit dottors •bout 11ut 11Wfft oplions.

~EYFACTS In 2015. an Htlmotod 30.3 millio n pooplt in 1M Unittd St•tK - 9A pe,unt a l the pCll'Ut.llio n - hod dl;ibetn.

4 notlonill SUM'( al peoplt with 1VPi! 2 di.lbtt u found ! hat IWO•thlfds didn' t UIOW th:at MIii d isuse ,. the numllf r one uuse o f duth amonc peop!t with th:at condltlon: ~ th.'l n h.aff (52 jMruntl wtrt un ... art of tht link betwNn diabftes • nd hurt disease. 4 mtdb ilUd ll show«d lh•t

infolffliltion about tvP• 2 dlab!Otts and heart co mpli·

Cilt ions 111$ !wen ... 11a111, t o the public fur yurs; hOMVB.

people p~ mart attentlon to infonnalion a bout amputa-

tions and bllndntn. • The laflfl publ ic: - ad ults ap

•s - 54 with type 2 diatu - art xtlwi consumtr1 of soc:l•I med!~. but don' t shaie any• thlnt 1llout their condltlon. Focu• troups showed that ltamint tht fans •bout tht link between tvll" l diabem and l!Nrt disease_ wasn' t

•nouth to mot hQt e t hose alh!cUd to uke action a,nd iow.t t htir risk, Thtrt needed t o bt • ptllOnol connKtlon befoie !My would act .

CIIA"lla 1.2 Communkation.mna11rrmrntandnaluat.ion DI

WEBER SHANDWICK'S STRATEC.Y Renilth led to the dewtopmertl of tlwft objectlws. The first was to l'(fteRte -n,nen o1bout the link ~n type 2 dlabltt:e., and hurt disuse.. Th• second was to get the ""lfl public to conslder th• rlslu of typo 2 dbbotn on tw,rt l>ulth. And the third was to motmte the key public to t o1ke ilCOOn bys~"' out more lnlorl'Nltion.

Th• big idea for the campaip also~ out of the research. The W- SharwMlck tum realized that a .,..._tul way to l)l!rsono1llz1 hnn dlWilMI fo< P~IH with mi• 2 dlao1t n WH to focus on how it o1ff1rt1d their lowd onn. This insi1ht Inspired the " For 'rout 5-tl!HII"" cilDpai.,.. whith ~ fflffllbers of-the ta,vt public " to know tlwlt heo1rt disease rls .k u a do!monstmion of afftcllon fo, tlwir 5-!Hlart. •

Ex11:utlon of the stfilt"I\' iffiolwd i- ph;,Mts. In phu, one. tlw w.ber Shilndwklt tum lo1unched the camJaitn throutt, tradition a l and social mediil by hlthli!lhtlnt the mults of the national su,_., and uslnt hl1h•ptofllt inf'lu. ontlal O.. Travh Stork, • plJvlid M and host of Aac·, '"Tht Docto rs; to motiv.att members of the key public a nd ltlllir loved ones to visit t he CMnpaitn wttlsite. ForVourSweetHHrt.com . On t lw website people were tnCOUfiltJff to t;te 1ht ··~art YDu Quit ," wllkh wH billed u the "wortd", t.KIHt. Oflt<qUHtion lw.alth t ost:• to wo1t<h • llid~ host ed b\f 0,. Stork: ~nd t·o sll" up fa,- ,n,o,e infonno1tion. The second phMe o f the str;,ten used re:,l-life .. SwweetMNrts ... o, pooplttwlth type 2 di a bow and ltlllir ~. 10 shar• their pe,sonal stariH on lrilditlonal and socl,I modla. Tho Qfflp• also relea sed a fildio Ind tote,,islon PSA fe aturin1 o1ward-winnin1 o1rtress Ans•la Basset1. In tht PSA. Bassott t.rlked about her mothen1l10 had l'IJJB 2 diabetos and died of heart disuse. as well as her uncle who h;os type 2 diabetes.

RESULTS Weber Shandwlck ..,,,....,_d Its • - rwntH objKtlvo by countl"I llido!o vi- . 8y t ho ond al the campaitn, soven mllllon people had wo1tcrwd the onYn1 videos and ltl1 PSA ~ 433.5 million Impressions. Awa rtnH, WH further tvalultff by musurl"I th• -•Its ol tht cu,pal!ft'S 1- modi• IOU<S, whith produced 1.500 mtdlo1 placements. Tl• ream tvaluned ltt consldtrlltion obl«tl•• by counlinJ the num .. , of people who took th, webslta quiL By the ond of tho camp11.,.. more tNR 1.1 milllon people rook the qui z. rwptts1rtli"'120 pe,unt of • • vislt0f5 to tho wtbsltt. The b•~ioral objectiw was wal&Qte d by counti ng the number of people who Sitntd up for more infonmtian on the wobslte. 8y tho end of-the campai'ln, 4.000 peop~ completed tho si!fl·Up form.

Which walUJJtlan madLb, critum crnd b>als did Wrbu Shan:lwldc llSI' ro no 'um this campaign? Do rw rl-J.~lt 1/w rtportrd 1valuo110111 dcman,ltol• t/tor ampa/fn ob/rm•n ••tt ..,,a,..,,uh,d? Why or whynot ?Whol •dd,t,o"al m10111rr1 of awannn.s •nd brhavlo, might ltaw prodt.Jad Mort occurvt• roults?

doff not me111uru end n,sult.a 1lmplycannot 11And the teat oftoday-'1 orpnlutlonlll managers. And communication professioru,Js who cannot demonrtnte that their efl'orts produ<'I! the desin,d outromes within aceeplAhle '"")X'Ddltutt.s att the.m- se.lve< expendable.

fa-:aluation is actually relatively easy if it is planned &om the beginning of a campaign u1ing t he Strategic Communications Matrix. Good evaluation owes a lot to good objectives. JI the objecti~-es att written as outcomes to br accomplished to reac,h t he golll. then U1e evaluation will t,., rl'sults•oricntcd. Two stci- mu.at t,., con• sidered in l-Valwttlng 11ny plan. Fint. by what criteria should "" jud~ SUCttSS (or what an, the metrics)? S«ond. what are the best tools to measure those, criteria?

m c11.Ana■ 12 Cammunlmtion, mraa&UTnwnl and naluatian

~ [V&l·•1.TH1N u n:•" Metrics o, st•nd¥ds set to n'W.HU,.. SUCCHS.

Ru!llt1~tjon r-rit~ri•

l t Is particularly important in tbJ5 era ol"big data" to set clear objectives that then become the mdri<ll or nalutlo11 criteria by which we measure succes• or l'e$Ulls.. According to Mark Weiner, chief insights oflicer ill Cwon, and Sarab Kochhar, du-tt- lor of n.~areh a l the lnsUtutc for Public ~lallom. "the amount of data organiza- tions coU«t is unprettdented, and it an be diffirult to determine what should be done, with lhe data. what upc,ct, or the data an, Important. and how it should be managed" (2016). One oflhe best Wll)'I to do this is to clearly define ,ucceu in terms or 1pc,cllk. measuruble object:lves so ii become, clear wlull data are rclevanL

STBATIGfE CDMMUNIUTIONS MAIRIX • • IVAWI.TION c11m1t1A AND TCICIU

Evalustion criteria an, the desired results established by lltld Included in the objectives.

le Evaluation tools are the methodologies you use to gather the data. These tools must be included in the objectivu and in the calencbr and budget

Criteria an, automatic:,Uy determined when objectlves are set. Objective, arr derigncd to provide direction to planning and lo id<,ntify the results that deftnc sue• ce11. Cll.,nts lltld 11UUU1gc,rs wUIJudg,, ,......, .. by tlw.,criterla (objectives) you hav.- set. In this sll'p of your plan. n,state your objedhu in terms or sue<"'"· and designat.e an appropriatl' method for meuuring each on.-. Including a date. For eXJU1t1>I~ If onr of your objectives is to increase name r ecognition ol your client from 30 to 80 pc,rcent. the metric for success -uld be written, "Achieve 80 pc,rcent name recognition of the client's name among key publics by June 30, 2020."

The successful achievement of all campaign objectives should result in the accomplishment of the goal. which may or may not be directly mcuuniblc. U )'OU have folloY.'t'd the communiations matrix. accomplishing the owraU goal will sig- nify to management tlult you have achievt-d suettU in aU thn,e st.andard• identified abO\,... You an Justify the expenditun, Ix-cause )'OU n,ac,hcd your goal within the 1>roposed budget. You demonstrate eff'l'clivencss because your 1trat.-gie1 and tac- tic, combined to IIC'Complish the goal. And, )'OU met the campaign objectlvu which resulted in I.he accomp.lishment of the goal

Make sun, to establish meaningful m i,asures of suc,a,ss. The communications industry ha. published a variety of resources to help you understand and choose appropri:tle n'.l!uatlon criteria. For example, the lrutitute for PubUc Relations pul>- lilhes dc,llnillonsof metrics and mcthods in itsonline-OietionaryofPublic Relallons Measun,ment and Research." The Paine Publishing website aggregates resources on

CUA"D 12 Communit,atlwumrmurrmrntandnvJ ... tion m

MA lHIX APPUED Evaluation criteria and tools A ,_.1ona1 banklnt lnttftutJan·s mutdl sh- that whit. the public ptrctlws It is flnandally stron1, well•manapd and salw. brand lovaltv 1Wn in the f1Nnd1I lndu.iry is dependent upon perceptions of tht qu,llty of customt!r service and tl>e lm,olvement of the 011anltatlan In Its lout communltlu. The bri Implement.cl a umpill11n hlthliptl"I community Nlations tffo<u and lmp,ovtd <ustome, Hrvict. It tud tau, objtctlvts, uch of which becomes a etlttrion to me-nurt success..

~ _, lmprow the bank's oveq!I a,'Stome-r service r,ti"'IS ffl)ffl 4.8 on .t sevet1- point saile to S..8 within si1 months (21-perant Inc~).

en.a: Customer service <atinp an, 5. 8 a, hl1he< on June 1, 2020 (six months after umpai1n be1ins). 'lllal: Use the bank's automated l!fflail survey system lo mi,nun, customo,r gtisbction 111ti"!5 two -m ~ and two -•ks after June 1. 2020. and 11"- the aare1ate KOie. As an ilddltional stl'p, monitor monthly customer gtimction SCOfH to 11•• the Pl"lfWSS durin1 the campai1n. ~ ,_, lmpnMt tht public pt,ctptlon of tht bani! as customtf.Wf11io oritnt..i r,om 40 ptfCtnt usinw lhat descriptor to 60 pttttnt usint thlt descri pta< within ont •1nr (SO· pe«tnt lnttHH).

CillatMt Slrty ptlCtnl of [USI-S .. n lttl tht bank Is cuslomtf•SIM(t oritnttd on Jan. t. 2021 (Ont ...... afllf the umpill1n bftlns). ,_,, Atpllcat.t tht vlluts perception "'""Y upon which tht campaicr, was burl! In Junt 2020 lo mu..,,. proc,us tow.lrd !he objective ..,d the first wtek of Ja nuary 2021 to dtte<mlne if the ot,j«tiw was met.

~..,_,Raise -,,mwss of tt,e ba.1k"• local contributions to the com1T1U11itv to 60 ptrctnt willlin sill months. Oilarilo: Sixty pen:•nt of ..sidents will know about at least one of 11,o bank"s contributions to the community on June 1, 2020. 'INI: Add an unalded A!CIU question to the val ues perception surwy upon which the campai!ln was built. Detennine p,opus toward tht ob)tctlw with the lnt•rim IUrvty In June 2020 and a fin~ survey the ffrst wtek of January 2021.

~,-,To maintain • '4·pe«tnl cuitomer n,tentlon <ate du ri1112020 and• 95•percent n,ttntlon rate lo, the four yurs after thlt (throuJII 2024).

,,.__, The bank loses less ttun six pt,Ctnt of its cum,nt customors In 2020 and less tl\an live pe,unt of Its curuimtr bast uch "'"' f,om 2021 to 2024. 'lllal: Use the bank's cu.-, A!COrds to dottrmlne what pen:ent of tllfffnt custa<ne" remain u ch year. The number of curu,nwrs on tl>e Nm d"f of January u ch ..,.., will serw as tht ~mark.

measurement standards and best practices. Also, AMEC's social m edia-5peciflc evaJ. wation rnmt.-wo rk guides communicaton through measurement criteria oeedc!d lo evalwate nery slnt!<' o f the marketing funnel This lnto,gr111c,d approach to measure- ment is becoming lncreulngly common as communicators UR a combination or paid. rarned and owned mrdia tactial to reach publica.

D4 CKAl'TC:N 12 Camm un katlotumtv.llllT'fflffltundnallllllion

~ EV LU\,-ION 1'00l1 M«thods uwd to 1ath«r data Mod to ass-n wllRthtr rnluation crittN ._,. met.

In addition to <'Wlu.:ating program results (u,., outcomes lllld impacts), you should look at the dl'ectiveno,ss of dllferent parU o f your plan, Including bow -u strategies and tactics performed (i.e., outtakes). Always keep in mind that message exposure doem·t mean message receipt. Remember that behavior is the ultimate measure. You should :also ewlunte your own performance: your professionalism. creativity and ability to direct or implement a communication effort (i.e., outputs). You t'&ll add <'Valuation factors that rpccillally addrus your 1u«ess and ctredive- ncss in community relations, mL'<lia relations or some other 1kill area. While media placement II not a measure of whether a public received and al1cd upon a message, ii Is still a factor to be evaluated within the cont at of effective 1trategje1 and tactics. Only through honest self-evaluutlon will you improve your skills. What did you do well? What could )'OU have done bet1er':' Wbe_re do you need more t raining or experi- ence? These are primarily internal measures and do not usu.:ally become part or the formal campaign put together using th" Stratt,glc Communications Motrix. But they are. nonetheless, important.

Convutlng your objectives to ,evalu.:ation critterill is your primary evalwation of re,ults. Addilional crit.eria that oddre11 your team's specific capability a nd expertise are highly u,.,ful secondary crit eria to measure your eft'ecth-..ness and impl'O\c-e )'Our perfonnance.

Each objective must be converted lo an evaluation crib,rlon or metric. and each cri- terion must be measurable by an evalutio■ tool. Measurement tools are essen- tially research tools. They are the same kinds of methodologies used in resean:h, but they focus on outcomes. They Include surveys. sales measures, vote counts, dollars raised or uvcd. legjslativ,, bills passed or faikd and hundred.I o f o th e r cuncrelc out- comes. As stated in the Barcelona Principles. the rules of resea.rch opply in evalua- tion. Sound methodology will n ot only give you ettdlbllltybut olso reliable anti valid data on which to base future efforts.

Typically, e\'lllu.:atlon meuurementJI n,quire a benchmark meaaurement before the program begins, during the program or both. Without adequat e planning for the evalwatioo process. the benclunatks are often not taken before the campaign starts. resulting in no data for comparison. Unless )'OU know where you started, you cannot determine how far )'Ou've come.

Although m euurement tools are cssc,ntially the sune u research methods. many research orpniutions have specialized in evalu.:ative servit"es. It would be wi..- to Kl'eQ the -bsites and newsletters on cvaluation and measurement produced by 11J><'Clalty firms lib, Paine Publilhing or Cilion. While evaluation tool• fo r aornc objectives m ay be obvious. others may require compliat.ed formulu that would. for example, combine meuure• o f sales, media place_mcntJI and 1oclal media refemals in some kind of sliding scale that measures the elrrd or communications marketing and c,ustomcr eng,,g,,ment on product ules.

Clearly articulated evaluation tools must include the source of information and bow it will be oblalned. Include all necessary tasks when describing the <'Wlu.:at.ion tool for each criterion. If you arc measuring the crit.eria mentioned obove, your<'Wl- u.:allon lool ,.-ould read something like this, "Conduct a random, statistically viable.

CUAPTU 12 Olmmunimtion1mnn111Tmmtandnvl ,,..,iott DI

Tf PS FROM THE PROS . • •

Measurint social media ...._.......,.,.. ... ao.,,.._,r :r ,.._u.c.,11•U.,.....,.,•,,,...,111111e-11Nb...,..,._. ....... _ _,.,...,...,, . .....,...,,.,..,..,.... .. _ The,. M key 51ak•ho'-", and tlwn ~ •s ~nt tis■. In that key s~holcltt IIOUII are probably a nu ..... , of Influential joumallsts who publish their stories In a blot, on FICeOOOI< or via a link on Twitter. And thtre are cus-.s 111d tmplO'tffS who lnc,.asJnt!Y ii-t lnlonnallon about buytnc cltdsioftl hom social IMdla. lnnutMrablt othtrl h- influence to one- ctt-aree o, another- Meuurins $0Clil media, thetefote.. requires a ~riety of tool, lnc:luclin1 empoyee ...wys, customer surwys, tont!ffl analysts and wob analytlu. ~glrd1- of wllalt you a,. mHsuJlng. you an id up 1 perflct mu surement system by folloowlns tlwse steps.

U.......,, ~• Doans of co,pontlons - like GM. GE. SouthMst Airlines. MtOon.lld's and Procttr Ii Garn• bll! - as well as leadin1 industry .inocimons IYvt! published standards for socbl media. Rud them. Use them. It will H .. you I ton of lf1UffltflU.

ldaNIII SMAffT' afl#edl•u. Sptdflc. m11su,abl1, achieva ble. ,elevant and t lme•bound. Sta rt with clur pis a nd obltctlves and an undMlllndlnt of "-vaur pro1r.am contributts to thtir ac:compllshmtnl . No 10n111 dots musur· i"I -ness In like< or links cut it.

¥wit/Ir l,rffwr,deh.. Accordiftt 10 est,blished Social Media Measurernem Standards. Influentials haw !Ndl, t..- quency and ,.1,vanct. In ottw, words, tlwy haW! an audi.nct and product pd c.oni.nt frequ ently onoutt, to haw some imp.act. Identify these people.

~.._,._.._ When - a sks. ·How did rr,v camp,1llfl do?· Your question should be. · cornparwd to what?· Without ,..lime and relevant bonchmarics a1atnrt which to musure SUCCMS, all metrics .aro muninlless.

Cit-• dlt __,._ Mab sure your boss. your boss's boss and ... ,vont tis■ that will SIi your fflltric:• has a common undtrstandl"I of wllalt ·success· looks llu . Social media sucun Is often 111-dthd a nd poorly undentood. Gather -,yone !Opthtr and 11,.. on the dlSlrod ,.suits.

......... ,,_...,...,_.,_•- Som■ SOD or mo .. toot, loday purpon to •musurt" social mtdia. Until you know whait you'ro musuri"I, you an't -n IJetln to know what tools you nttd. If the 10al Is aw;a,.ness, you nttd a 1urwy lnstrumenL If it's inum on lnvestmtnt , you nHd both b~ and sales numbers. If It'• tf1!apmtnt . ..-on wh~ •.........,,.nt· looks Uu.

....,,_ •"" IWpfNt IMlptL Dat.1 without insithts is only trivia. Dit into your data to fl1ure out what It muns and wllalt it tetts you about impl1J'li"i your prorr.am. Measurornent can c.ontinuously impn>vl! your efhKts - but only if you ritally learn from tht dm. E,ramne trtnds over tlmt. Do comp~nts IO up or down? Do relatlon5hips 119t bettltf or worm? II somtontconslstentlywritls about you, what do llltysa,? Do not ..port ,.,ults In pit charts. Theydo not s'- prl)lrHS or ln!nds. Tt ll a story with data, and fl1Urit OUI hcM best to 111,strata IL

DI CUA"&• 12 O,mmunkatlorumn..-wn,m:tandnaluat.ion

telephone sun-ey of the key public population June 28 to SO, 2020. to d<tennine whlll perc,ent rrcognlze the cllent's namr," This data muld then be comp.:attd to the surveyrondudedat the beginningof thecamp;aignJa.n. J to3, 2020, which indicated SO percent IWJJe recognition for the clienL

Addin1 evaluation tools to ulend.ars .and bud1ets The evaluation pl'Ot't'ss neceaitntes revieWing )'Our calendar and budget to ensure that all evaluation tool, an, Khcduled and cost.estimated. You can detignate I M!pa • rate section o f the calendar and budget to sp«ifically addttss the planned l!\'1lluadon. A wiser choke might be to Include evaluation u part of I.he planned strotegies and tactics for each public. Only with this kind of planning can you ensure that appro- priate beocbmarlt rrsearch is done in the beginning and throughout the cam.p;aign to compare with evaluAtion r....enrch. It also enables you to incorporate appropriate eva.luation in the deta.iled planning: for tactics. Fo.r ex:unple, if you need to me~

the number of attendees al events or traffic to a blog. you will build Into the tactic a m ethod for tracking tholN! numben. Trying to guesatimate such figures later only causes your evaluation to be inadequate and your claim to success suspect. Finally. Including the evaluallon tool, In the calendar and budget for e.ach public ensure, that funding LI ava.ibble for this criticAI f'unctlon.

l,;;:11mn11~rv

Commurucation and marketing professionals cannot expect to be taken seri- ously unless they positively demonstrate the results of their efforu. Measuring the dfectlveness of commurucation efforts can be a stnlghtforward proceu lC you use the Strategic Communications Matrix. The matria focusco your darts lo set objecti~'CI th.ot are the outcomes which will combine to reach the overall goal Evitluatlon of thc objecllvea 1hould ht, u 1lrategic • function 111 any part of the proceu. Objectives become the evaluation criteri.a or metrics and must meet I.he hJghest 1tandarda of evitluatlon mu1un,menL Ell'ectlv,, planning will also lndudte determining how lo measure the effectiw.neu of specific strategies and tactics u well as your own perloanancr.

Tools for measuring success are basically the same u the methodologies used in research. N1!11ertheless, many professional research 6.nns now specialize in ev.alua- tive research and can dc!sign specific tools for your needs. M1.kc sure to include the evaluation tools needed in the cAl .. ndar and budgt'l (or each public so thi, critical process b not 0''t!rlooked.

L Aslt a loal nonprofit to share with you its objectives from a strategic plan and chttk to see lC evaluation measurement LI Included in the plan. Ask about the proceu for evaluating succeu and useu what too.ls will ht, neceuary to determine if the O\'t!rall goal was truly achieved.

CHA.n-KA U Communic.atlon. mnau,.mmt and nvlaation m

2. Ex:,minc sevcl'lll of the, n,searcl, methodologies identified in Cluptc,r 3 and detrnnlne how rach rould br conw,rtrd lo an evaluation tool

3.. Read through one of the winning entrleB for PRSSA:s annual BalemM> Case Study Competition. Aldlives of winning enlries can br found at http://prssa. prsa.org. Classify wb:ich models of evaluation were used in the campaign. Did I.be c,v;aluatlon attempt to Justify the budget expenditun,. dcmonstr:atc the effectiw,ness of the program or show that objectives were mrt? In addition. det.c,nnine wbethrr evaluation focu.,c,d on outputs. outtakes or o utromes.

4 . Do a web 11Can:h for resurch companies 1111d ftnd those that am"rt!JC! evalua• tlon mt!uuremcnt. Try to ftnd 1pc,c:illc dcacriptlon1 of the kinds of tool, they use. Also search for rommunic:ations research and/ or evaluation newsletters that arc avnilablc on the wrb.

Ref ere11ces ai1d -",l i t~nn 2! ie~s-l in l'fc Big Awl• Award,. (2018). BoehrinK•• lnA<!U,.,im and Ell LIiiy and Company Fitcl>tingdb·

briea•ttlatcd heart dbc,uc wilhlcM,. R-,trl.-~ frorn httl'":/ /"'-ww.pruny.org/page/ BigApplcAwarclt

Boehringer lngelhelm and Ell Lilly and Company. (2016.Nov. 22). Sun")' """als moot people cwn't know heart d1- Is the, No. 1 ldllcrof p,oplc wlU1 type, 2 dbbo,tc1 (l'n-u ttlease]. RA,trleved from hn:ps:/,lwww.muhivu.com/ plAyersfEnglish/79667Sl•lil• ly•borhrlngu•for-yoor-swtttbt'art·brart-diJeasr.diabo,tes/

C.rdioYuc:ulor Disease and Diabt1H. (2018). R<,lrieved from http:/ jwww.brart.org/cn/ bealth• topics/ dlabetc,s/wby-diabetes-mattcrs/ cardicw.ascular-discase--diabetcs

Ell Lilly and Company. (2016. December IS). US. FDA approve• Jarcliance• (empaglUlozln) tablets to reduce the risk or ardiowscubr death in adults with lypr 2 diabrla and eatabllshcd eardlovaaculardbc,ue [l>res1 ttlcuc]. Rclrievcd from httpo;//lm'Htor. lllly.rom/ ncw1-ttle11H/ n.,...•reloaac-d•wll/ 111•fda -app~•jardianttr-•mpa«)i- ftozin .1.abl<U•rcduoc-risk

Fo rYourSW'l'C!tJ Ir.rt (,.,.,_bsitc). (2018). hUpo:// www.foryounwecthcan.mm/ Internatio nal Aslocblion ror the Mcasuttment and Evaluation of Communialion. (2015,

Sept. 3). How th• Ban:t'lon.1 Prlndplcs lutvt- bttn u1Mlatcd. Rdrle\~ from hllpo:// a.mtt0,g.com/ how· the-batttlou•prindples•h•,..,•bttn•updatcd/

lntemational Auocbtlon for th• McuUttme.nt and Ewluation of Communlation1. (n.d.) lntmxti~ Bva/uarion fm....,.ort. Rdriew,d from http://runtt0~

lntemationalAssociation for the Measurement and Evaluation of rornuurnications. (n.d.) Social Mtdio MtolUl'ffltffll fhJIIVIOOrlr U,trGuitk. Retric,~ from hn:ps://wWW. social- medi,,- measurrrncnt- lr.un,,work.org/

I PR Meuuttmenl Commi11ion. (n.d.). ln,titut,for Public !u,/ation1. Re1ri.-~ from httpl!// inltitulcCorpr.org/ipr•meuurement=mmlssion/

KuchanlcL M. & Wight, ti. (2012. Augusl 21). for beat PR rcsult1. followthe30'1of mctriCJ: Outputs. out1akc1 & outromn. PR Nm. Relricw,d from hllps;//wWW.pmcwoonllnr. com/for-bo,st-pt•rt$ults•foll.,.., 1.b.,.3..,.-of. mctrlcs•outputs-outl.llke1-outcomcs/

DI CHA.n&■ 1.2 0Hnmunkatlrxu mrusatn"mml anti f'ffllualirM

Kaushik. A. (2018). Occlm·s ruor. [Web iuwyti<s blog]. Rc,trltwd rrom http:/ tw--w.bu• lhllu>d/ avlruuh

Leggenu. B. (n.d.). Barct,lona Principles 2A PR NtfWS. ~'Cd from h1tps:/,'www. pm"'50nline.com/ba?celoru,-principles·2-C/

Lindcnmann. W. K. & Ukely, F. (2002), Guidelines for meuuring the cffccthoeneu of PR prognms and activities. lnsdtutrfor Public Rdatians. l!etrvved from https://www. inst11u1dorpr.orgtwp-con1cnl/uploiwb/200UleMuringProgrllJJU.pdf

Michat'laon. D. & Slxb. D. W. (2017). A Profl'aionoland Practitionui Guidrtol'llblic Relario,,, &llftlrdt. 111.,,.ur,,m,nr. and El'Oluarlon. N- Yori<: Bu,ln••• Rxpen rr-.

01ma. C. (2:018). Wcber Shandwlck named a PRSA- NY 2:018 Big Apple Aword wtnncr [Blog post), Rcetrin-.,d f ro.m hnps:/ ;w,......dulmoJLCOm,'w,,ber-shandwlclt•ruan>cd•p,..,.. ny. 2:0111-blg•applc-award•wlnncr/

Paine, K. D. (2014 ). n,,, Mttnurm,enr Advuor. Rc,trie,,-.,d from http://p:unepublishlng,.com/ nw,uurementadvisor/

Stndc:s. D. W. & e.ow-en. S. A (201!3). Did:iorury ol public ~btions me.uure.ment :md research (lnl ed.). lnstitutcfor Public Rc/atia,u. lldric,\,ed from https:/ tw--w. institutdorpr.orywp-a>ntcnl/uploada/Dktionary•of•Publi<•Rclalions•Mcuure-

mcnt·and·Rcscarch·llrd·Editlon.pdf TIit Meuur<nwenl Slandard. (2014), 7'tt N,..,...i.tt,,,.of Publk &/atlon,and Socia/ /llr-

dia Mmwrrnlfml/tom Salienca /might R~ -..1 from hnp-✓/kdpaln.-.blogs.com/ thcmcuurcmenbtondard/

Type 2. (2:018). Rctrin'Cd from http,/ jwww.diabctes.o rg/diabetes•bulca/ lypc,·2/ Watson. T. (2001). lnt,gntlng planning and rYllluaUon: Ev2lwaling 1hr public r<bUom

practic,e and publlc rdatlons prog,ams. In R. L Heath (edJ, Handbo<>I< of Public Rr/a• tiam (pp. 259-268). '[bousand Oaks, CA: Sage Publlations, Inc.

Weiner. ~l & Kochhar. S. (2:016). lrl'C\"'-rsibll': The public rcbtlom big data revolution. Jn,tillltrfr,r Publk RdationL Retrieved Crom httpo:/fmstitutdorpr.org/~ ible-publit'-rt'latiocu•big•data•revolutlon/

CHAPTER::: • '"' • • • ,II

CULTIVATING 4ND:PITCHING NEW BUSINESS

'7t is 'you they buy' in the end, not the slickness of your PowerPoint"

- IMPACT PACTO■Y aUSU(UJ ••o••· ••o N A..L TIL&.IWIMG G&OU P

UARN IN C. IMPERATIVES

• Ta lt am ta evaluate whkh patentl•I appart:unilits should be pul5Ul!d.

• Ta l•iffll ta prioritize tho m•ll!ri•I essentl•I ta winni"!l now business.

• Ta undttnond how ta uH tht s11, 101k Cammunkatlans Matrix in craftint a porn,asive pitch.

• Ta be ablo 10 -ap offoctive client pitches.

DI CllA.rn■ 13 Cultmltlr,g and pitchit111 MW l,,u.Unn,

g-z PIT ~ A i-nuasiw writttn or onll -=lion to win businen.

~ .,., A ,-quest for proposals from suppllofs p,oposln1 to pro,,lde senri<ts.

ecenUy, one of the authors of this book ..-companied I.he CEO of a mid-sized 6- na~romp:u,y o n v!Jlts to three dlll'ere.nl public rrbtlo n.1 agl!ncies. Each of the

agenci"" w.u pit.clung the company to win its business. The finance company alre.ady bad a strong re.putation in. its home stale but wanted lo update its logo, brand iden- tity and rnesoaging in pn,p11ration for expansion l o neighboring states. The CEO lis- tened attentively to the wrious proposals and al the ronclusion of each was handed a pitch book ,ummarixing what each of the agcndes proposc,d to do for the 0nal'1Ce company.

The flnl pitch book woa • s tack or about 30 pages stapled In the comer that focuJed on how connected the company was to n:porte n In the comp1ny'1 home state. The sea,nd pitch book was about 70 pages and spiral bound with nearly 20 pages of secondary n:search charts and tables. Thc third pitch book was 1hort - only about a doxcn SIIUU'tly-designed pages.

The CEO said. after leaving the serond presentation, •Do tlK,y think I'm going to read all this? I don"t have th.at kind of time.• But after the third presentation. she

leafed througb and analyzed each of the pages in the prof55:ionally designed, sho rt pit.ch book. She said. 1 like that firm. I think we m ight go with thcm.• Jt took o ne mon, follow-up meeting and they were hired.

Somdime, winning bu1im,1• I• u much about what you lc1w out II it i, about what you put in a propo14l. I.coming to prioritiu info rmatio n and appeal to the self-lntettst ofan individual ororganlzatlon will often me11D the difference bct...,.,n winning and losing business. U1ing the Strategic Communic1tion1 Matrix to help you aruuyu what clients want and what they need c,n reduce your anxiety and kttp you focused o n your potential client'• self-interests.

Any agency or company that depends upon clients or contracts from external sources must constanUy cultivate new bu•iness. Otpniz■ tions gain new business in three ways.

Rdcl'Tlll: Prt!Yious or curront clients or contacts re.fer busineu based on thcir own positiYe e,cperienccs with )'Our servicu. Refemw arc based on I good n:put■ tion eamNI by w...U-do,vdop,,d •P""laltles. • olid performance and good client relations. New business pltdu 8)• coMtanUy ,canning the cnv!ronmrnl and dc,w_loping strong busines, ronnections you can find emrrgcnt opportunities to propose your sen-Ices toorganlzatloru that appear to need your expertise and problem solving. RFP responses: Organizations seeking outside assistance or teprescnl3tion l11Ue • request ror proposals. Submitting• propoJal in this ,-ompetitive bid• ding process can result in winning new business.

Referrala arc based primarily o n good reputation and stellar perform,mtt. While these are not typially the pwview of I.he employees who :are marketing your busi- ness, I.hey certainly should be the coru:em of all exttutives, indeed of all employ- ees. Perfo rmance and good clie nt relatio ns that n:auh in referral busineu provide job security.

CNAPTD 13 Cultmtllft(landpitthlf'llnn•buai,,.,._ m

From th• perspt'ctive of cultivating new busin•u. refemlls an be encouraged. Mllny organiuLlorus provide lncenllws to rurn,nt dlenll for refar:w that ReSult In nc,w bllliness. Ncver1helrss, few communicaliorus or markc,ling 6rms can exw on new business refemals alone. M ost new busineu comes through cultlv:ating and pitching new opportunities 1111d through responding to RFP's.

Pitrhine: nntv b 1i.=inn~~ Cultivating and pitching new business Is l•ss about your tcchnklll capabllltles and more about building relationships. ·cold ca11s· rarely yield positi-,, results. Suc.-rcssful new buslneu pitches an, baRCI on a eonncc,- tion of some kind, a re.lationship.

Bulld1ng those connect.ions starts with conlioulll mvironmentlll scanning. Being present and •ng;iged in the business coJIUllUlllty makes you a known quantity_ Peopl•, not organizations. conned. lnvolYCrnent in the businesscom munitythrougbChambersofCommerce. RrviCC! organizaliorus or professional socidies helps an organization's •xecutives and •mploy,,es e1t abli1h con- nections and foster relatlonshlps. ThOR coMections an, the primary way you ftnd out about new buslneu opportunities - who may be looking for a new communications agi,ncy or who may need your 1pedal expertill! In mlving a problem or responding lo a crisis.

The relationship then becomes key in aecuring the opportunity to pitch- It is no longer a •rold call;" somrone in the organization know. you. 11iat relationship helps )''OU get your fool in the door and. ultimately, win their trust and their business.

Opportunities to pitch new business can also be found by ronsbnt sunoeillance of business and f11U1nciai news. Kttping up with what Is r•ported in th.,.. media about companies and business 5edDrs will rrYeal opportunities lo pitch your specialties and Rrvice1 t o win new c lie nts. Again. having a relationship 11 key. If )'OU don 't have one with • de1ired potential c lient. better ,tart build Ing one before )'OU pitc h if you want to be 1ucce11ful

Oevelopint a new business p itch N.w business pitches should be approacbrd the same way you approach anycommu- niatiorus problem: u.. the Stnw,gicCommunicatloru Matrix_ The lint step ii always ruearclLGathcrall the information you can about the potential client and the issues they &a,_ This would include, butnot be limired to, conversations with those people in tbe organization with who m you ba-,.,, de-,,toped relationships. Llste.n carefully to what they have to say about the challenges or problems the organization faces. R•rnember. these lndividual1 will be the o nes to help you get your foot In tbe door to pitch your service,. According to Phil Laboon of Eycffow LLc. "hrforming prelim- inary research will not o nly allow >'OU to understand how lo cu1tomize your o ptio n.a and sell yoursetr, but ii will :wo 1bow the time and int.,_re,t you ha"" in...,Jted Into the potential client. All thil will allow )'OU to differentiate younelr (Fo rbes. 201.6).

DJ CKA.naa 13 Cultrt'Vtln11andpih:hi1ff1nrw6minn,

TIPS FROM THE PROS ... Flndln1 new business

• ..

_...,_ ...... ,.,i.....,To,f 11 ,w 'l'ndlalat .. Zw G-., aO..WJ. ...._c-.M¥,tiplyou llff• a......,,._._..._ ,.,, ....._

The tint RFPs Me th1 onu that don't u lst. This maans. your best ,_ bullnau opportunltlas don't 10 to RFP ~ you've a ltndy developed a stront l'lllltlonshlp by lnttractlnl - tlma with tha dacislon-1111ker. They ate ,.,c1y to Jive you an Hsl1nmant without puttlnt It up fDr camp1tltlw ,NI_ Thau,,. oft1n small 1ngill9ffllftlS to start. but a lot of fun. inno-nth,• work i$ to be h-ad this way.

Aho, mud, of your ntW buslMSS CIXMS from uisti"I dlenu. This Is ""at - all •farming• of txistlng dlents versus "huntint" for ntW dlents. Farmi111 comes by briftlin1 new capabilities to ellistint dlents. Sometimes you a re ""!!.,t for just one or two services, lib media rmtions and content ONtion. As you grow. you might start offering Investor communkatlons or prim,ry ,-arct, servicu. Helpi111 your clients se1 you've evolved and upandld capa· bilities 119WRtes additional l'l!WIILle opportunitws.

QUICKTTPS • -, * ,_,,... by Uk int IMfY opportUnlty to pt to know people. Conn«tlons today may blcome banefl•

clal ~•rs down the road. • - • IINdl wlth former clients and col•~ Treat «wry client like theywlllbe a future client. Thesama

roes with your •~ncy Alumni. • n.t lilt, ...., ftll IIIMli you_,. all shapas and slus of clients. If wor1dns .,;it, small companies now.

always look to strttch lhl sin of didt you - able ta s en,e. • Ult ....... _,,,.. ta m ake your intJoduction. New CEOs. CMOs, CCOs. p>1 public. and other bit mo-

ments are id.al times to reach out. Otte,, this is when companies ~te communications priorities and teSOUrtl5.

• "--t ,._ti,,--',.,._. by voluntftri"I your PR services to a mde show. You11 meet reporters Mil poten- tial dlfflts.

• Git - daar by Jolni111 a nonprofit be.rd of dlrT<tors In your 11ov,,phit or specialty area. Vou'll 111 close, worldnt rwlatlonshlps with fwtlow board members than you will by simply wluntetrlnt at an l\llfll.

• .. e ....... ,_..,_ .............. by always loaklnt 0Yef th1 lloritan. This lllows you ta 111 your nama out tl1ert fat mane peoplo to find.

• Ma....., Don't b1 the cobllllf'• child with no <l!Ms. Taki th1 tima to submit your ,,.at work far awarm. Potontial di.nts WQnt to wort< with --wimins ~pl• and aeencles. tt holps them find you, tool

• ..,,.. ,_..._ don' t hlsltate to rudl out to companies that pidwl anodllr .,,«:v six or nln1 months into that relationship. You'll be surprised at"- many are not ove""'olmed wtlt1 their onsinal choice.

• CilM all ... ,_., W....,. _,.•DIM all because sometimes they doworkl But k"""" tho co- and Its challenps well and lave • paint of view an how you can help tham nllllipt1 those cha llensts.

• ,,...__ ...... J• ., ...... so find potential cli"11U that best matdl yaur team. its talents, nperiffla and ""'41rtlsa.

C.KAPTU 13 C ullf"IVting and pitching,_.., bw.inn.

Once you tu,w discovel'NI all you can about who you are pitching. what they think they nc,ed and whut they really ...,.,.S.you are prepan,d t odevdopyour "big iclra."That may be solving a problem or capturing an opportunity. This is the eore of your pro- pout It requires spedJlc focus. not a general services bufl'eL You don't win clients by talking about everything you do weU. You win clients by aolving their problems and offering something speciJic they need but don't have. Myles V,ves of eREACH warns that "13usincssu like l o know that they are working with specialists" (Forbes. 2016).

Anned with your big idea. )'OU can begin c-rafting the key messages that will appeal to their se.lf-interesl and motl,-ate them to hire yolL Malce sure you know who in the organi:utlon you will be pitc-hing o r pn,senting lo. DuicOYCr wlual is important to them and w-eo,.., those uppcllls Into your presentation. Follow the lips in the next c-hapter to~..,lop a prese ntation t hat will engage them and motivate th<m to~e you their business. Abby Downing of ZinePak advises sparking• conwrsatio n (Forbes. 2016). And when you do. li1tcn. Don't be so ,ure of your gru.p of thdt problem and luue• that you don"t ~ atte ntion to learn :and refine your appro:u:h to solving them.

New business pitches are typicaUy In-person pre- sentations a~,companied by a pitch book. like those ref· erenced in the example al the beginning of the chapter. The pitch book sh ould focus on your proposed etrort. but also include sh ort team bias.a portfolio ofrelevanl put work and a budget. (Se<, the sugcstions below on the eont cnll o ( an RFP n.,sponse.) It 1hould be no more than 10 pages. and attractively designed. The design and quality of the pit ch book 1peaka ,11lumc1about you and )11Ur ability lo perform the worit.

Fo under o f the 1oclal and dlgital agency Inte rnet Moguls, Avi Arya. provides tips for digital pitch• ing that can also be adapted to pitching In per son Onftuencive, 2018).

Don't go In eold. Connect with the potential client first and initiate a con• versation with them. Develop a personal connectio.n with them. Pttpare a solid Introduc tion 10 grab a ttention and get them to liaten lo you.

• Ask open-ended question• to get them to think about thr response and be more alien live lo your proposal.

• Turn your (eaturea into their benefits. Focu1 o n wlual you can do for them and l.ess on yourself. Do your research 10 you pitch wbat tlw,y need. F ind their competitors and lev.,rage that knowledge to help them beeome more competitive. Conclude confidently: assume they will respond positively to )'Our proposal.

A request !or proposal or RFP is a sollcitation made by I company or o rpnlzation for acervlcu to be performed by a supplk,r, Suppliers in communkations are u1ually agencies. eonsulta.nts or Crttlancers otrering specific services. Responses to an RFP are typically WTillen propo&als.

D4 CNA"CK 13 Cultn"Otitvandpitdtif'1MWbu.Jnrn

Most RFPsgo through a bWding pma,uwben, potentWsuppUers an bid against othtt suppl!= to win the blHincu. But rommunlcatloru1 s.,rvkr1 such u stratrgic planning. message design and the devrlopment or creative tactics an, not eommodi· ties that are easy to compare and value. 'niat • wby it Is critical to develop proposals that clearly sell your experience and capacity to provide the beJt scrviee available.

The RFP process RFPJ an, ol'lcn managed by a third-party pnxun,mc,nt systrm 1uch u Bld,ync. This is particularly the cue with government agencies at the local, rtalc and rec1era1 1.,,,. cls. Gm.wnmenlr are bypersenslt:iw to lnues of Calmes• and nearly always use a third party, or an independent contracting o ffice wi thin gowmment. to solicit and process bids to avoid accusations of favoritism. Gowmrnenl agencies also follow a strict set o( protoeols to ensure fair tn,atment in s.,leeting and awarding work onc-e proposals are received.. Many use a. weighted point system - 3S&igning each section

of the RFP respon.s., a d1Jl'erent number of points based on Its Importance and ,,aJue to the organization. Proposnb from aup pliers such as public n,lations agencies are evaluated and .-rded a percentage of points possible in each category. The firm with t he highest total point, win, the contract.

Those competing for buslneu a.re usually given two to four weeks a.ft er the Rf'P Ir dlalributed to submit their propoula. The first step. howt•,,u , la to Indicate that you or your agency Ir interested in competing ror the, eontnct. Once you've indicated a desire t o submit a proposal, you ""' permitted to ult questions lo help clarify the request. This Ir an opportunity to mw a great impression and begin developing a relationship l,e!ore you even begin your proposal by asking smart. relevant ques· lions (sec, Figurr l3.l). The converse Ir also true. tr )'OU ark on unintelligent quer• tion, it will .bow that you either haven't read the RFP very carefully or that you don "t understand the request.

8" careful that the qur1tion1 you ult don·t n,vr:il things about you a.■ a eomp,,t• ilor or don't ruult in the client disclosing more than you want them to. Answers to the questions att dulrlbuted lo nU those eompc,tlng for the bu1inc,11 u uddcndums to the original RFP. This procc,ss en,uru that everyone trying lo win the bu,iness Ir operating with the same informutlon and n,eeivlng It at the sam.e tim~ But If you ask the wrong questions. it may result in Ion oi )'OW' eompc,titive advantage whm the client disclo""5 information to all competitors that previou,Jy only you knew.

Parts of an RFP response Althoogh the speci6r requlruncntr for marlceting and communications RFPs vary widely. the most eommo n coi.,gories or informatlon are: executive summary, team bloc. detailed response. cue studies. portColio of wort. and budget.

Bna,tiw • .....,.. Thi• i• typically thr first thing• client will read in your pro- posal. Make sure it iswell-written,engagiqgandeoncise. It should typically be no more than a page including graphics. Use short sentenrrr and bullet points.. Don' t worry if it feels a little choppy. You won"! ha.w room for a lot or tr.msi• lions. A good executive sununary has four basic chnr.octeristic.s: I . It 1--6,t~ m,r,ga tltr lltttlltioft ~Jw rn,,kr. Either by an incisive

n,Jlatemmt or the pr oblem or challmge. a vision of what eould be created

C:11.AnU 13 0.,lthvtingandp;,d,ingnn•bw.inn. DI

~ ~o Fl1ure 13.1 ~ Potential que.stlons to ask AFP Issuers

Responding to •n RFP Is• time-consuml"' process. Before you i~ th•t time , mab sure you ~ • ~ chM1U of winning by discowring if it is an open competition. what the dient is really looking for and what it wiD take to maia,you and your firm mndouL

1.w,,, .. _ 1 &,.disRRI? Tht'rt art' many rtasons to conduct RFPs. Knowing the client's motlvatlo,, ht'lps dt'ltfflllM what Is .-ck!d and how srrious thay • re about -.,ding the business. If thr( can't a n...,., this 10 your satisfaction, you may not want 10 partldpatt.

2. Wllar ulletfe .. .....,_ .. _ "'......., •ftmt1How ....W _,... rlwctlletle1 Thi• wUI ht lp you craft a focused rtsp0nw. honlnt In on tl>t issues that are m011 Important to them.

3. Oo _ ,, ... i.. .. ,._..., ·•dJIM1

If they don't !\ave a timdint. they~ not bt p.artlcularly wrious. and you may want to reconsider you, p.articiJQtion.

4.ANdwrw..,,..-,dl,_.C_n.,-,,ld,,.....,,-.. _,.7 Forewarned is forearm~ct

L Wllar ,.,, •II ,rlcJ,,t,., • 1k *-'-t1 Not all RFPs are about ~tint thtwo,k done lo, the lust cost. and tvtn those that are may define co<1 savlnts In difftrtnt ways. Knowins the..,....,. 10 then quuUons will htlp you d1i.rmln11h1 pricin1 structu11 tl\at will appeal mMI to the client. Many an RFP respons. has Included an a lternate IN proposal that the client was not lnt.erestt'd In.

LAIWIINNeMm..l.._ _,._,_,_.,,-,I,_....,_ .-•wltlt -,.,,. m,,at1.,1 Tht more information you un t•thef. th,e better you un address theif conums.

1. Wllo Is,..,..,..._ fw....,., • MP ,,,_.u? WIiie .,_ • • lnwlw,1' • ......,, • lladslea? Vou nffd to know who your ;audience Is to craft the most appropriate 11Psponw. Knowlnt thlt chllPI martcetint offic,e, is man;isin!I tht process !livH you sl!lnifiont insi!lhL

LHow_,,,_,._,.,_ .,._,, 1..,1 Wlllcllo,,_ ,.,_ .. ,-.,tir,,1 To dlff,erentlatt yourself 1,om your compttltlon. you nt't'd to know who thll competJtion Is. Some people won' t answ,er these questions, but it _, 1'1,rts to aslL

or some other altention-g.,tting device, the executh,:, swnmary m111t grab the reader and entice them lo read on.

2. It ,...,,,Ida o lwoetl IIObttiM to the problfflt. Your summary should demonstr.ate bow you pbn t o integrate different elements of a campaign into I creative 110lutlon. Provide j111t enough detail t o keep tbe.m eng113C!d bul n o t 10 mud, that they will get bogged down.

3. It co«tol,u vi•., _.. ...t pl,roaea. u~ smart language that will enable lhe e xrc:utiw to Ktu1Uy vlswtllzr the plan - In.eluding the c reat ive work - that will secure the attentio n o(keypubllcs.

DI CIIAPT&.a 13 Cu l1hvlfn11and pdchi1'fl MW6mi,.._..,

TIPS FROM THE PROS _ A strate1ic response to RFPs

a..n...,,-ltlllltlif......,.,1-.W, I ,.,_..-V ...... •911. ...... _,,.,._ .. _ __,.,..., .... d,_.lly......._,..._.,..,._,..,._,..... .. ....._ ~u for p,opouls, or RFPs. IVPbllv r,quhw and ,..,,rd• tactltll app,o«h to communkations. Tht lssul"I Of1J'l/.utlon or depaitment Is sttlcl"I tonCIW1II dlnction and Ideas to Justify the lnws-t with upper manap- ment. boMIH or SUPffl011. Addltlonally. many !l'IW'flmtflt tntltlH Af9 ,wqulrwd to fallow I spedflt format In_,_ opi"I • n RFP, which stifles tho strotepc p-.

nw-, nab.ft of most RFPs doH nat. II be• valuo. allow for tho strlllti< p,omss to bl tffKliwly lmplt· mtnttd. The notion is that bl1 ldus win RFPs but art often of little consequence to the bottom line - while tht dtwlapment and eHOJtion of mid~ lnfluel!C25 perceptions, clan~ belarior5 and adti-s obj,oct:iws.

The ch-. lot stratep communotors Is tK. to navltate the RFP proass to allow for stratelY while providl"I suffitimt idoas and din,ction. Tlw fDlkMirlt an, tine tips for a11ndes and consulbnts whm n,spondin1 to an RFP.

• .. ,_, t .. and lum H much H possible about the prosp«tlw <f1tnt/ projct lncludl"I Hkl"I for dari- llutlon to undttstand tht 1011 and object'-. This will often htlp to dlffffltntiate 'IOU lrom tht competition.

• ....... ---•• dlalll .._ ........... ,._and how It Is thl molil efffltlvw Vfflltlt lot fflfttint tht p and oble<tlves. Communkatevaur strai.tk ~o■ch and uperienct H MIi H how v,,u would ullor the ~s 10 tht client's nttds.

• ....... --i.. .,......-~ ....... °Wt W..," lhll alll"with tht dient's 1011 and objectiws. PnMdt a caveat whtn introducint conmpts that explains that U,t .-Md! ouuo,,,. and multint stra~in will dictate Uctlcs; ~ - tht cancwpts and idHS pn,senttd .,. narnples of some initial thinkln1,

4. It,.._, .. • C1Htdw rwtlw~,-. •a,t•,,,-ce 'f/fM IIOl11t1- Appeal l o logic and reason as well III emotion in p""""nting your cu e. Include a rew key [octJ lo demo nstrate your undentancllng o r the iuue 11 hllncl

,.._,t U.e ....._,;tam WOii. Kcc,p th.,.., brief. You o nly nt!ed II couple, or aho.rt paragraphs to describe the agency. With the team b ios. include those who wiU actually be working on Lhe llCCO UDL Thlt Is a w,ry importlll11 pllrt o r your RFP response. Managers and diredon wan.I to know who they will be interfacing with and what t'Xp"rienc,e they're actually buying. Don't simply include the top management and senior people in the o rganizatio n. this could be seen as a bait-and-switch when a junior team is assigned to the projecL

Dett,(kd ,_,,_... Thi• is typically where you show your plan. Use the Strategic Communications Matrix lo help you think thrnugh and summarize the situ- ation u well u to clearly identify goals. Some RFPs moy uk you to include specific measures (objtt1 Ives), but most won't ask for that lcv.,I or det,ill. It ii important, ~ \.'Cr, to identify the key publics you thi nk need to be ""ached. aome of the important messages thnt need to be llC!nl. how you will approach I.he publics and through which channels you pbn to deliver messages. This

CKA."a■ 13 CultiNJ{ng and pitr hir,11,.... bu.tinn. m

part or the plan must be foun~ on res<!arch, and ii must addr,ess tM cllt,nt's percelv,,d nec,d and l"C!SC!llttb-bued adual nrc'<i You will also want t.o Include a sampling of t actics that could be employed t o demonstrate )"IIUr strategic thinking and cre"1ivlty. l n mme instances, where you bavc siu-able accounts at stue. you'll want to invcst enough time and research to Oesh out the core opportunity / problem and identify a big idea to carry your campaign

C- dvdla. Most of those putting work out for bid will want lo ttt a proven tr.aclc record. Government entities. in particular. usually ask for three case studies. Carefully selert projects whrre you or your agency de.monstrated solid m easurable results. Try to find case• where you suca,ufuUy met chal- lengrs 1lmilar lo those outlined in thr solkitaUon. Look for inJtan~ where you not o nly c han11ed pc,ra,ptlon• but a!Jo motlv■tc,d publla to chan11e their behaviors, Keep these cue studies •lmple and short. but be sun, t.o incl ude n,levant photos, cbartJ and graphl to vilually •how your ,ua:_L

Jlw,(felio efwo,w. RFPs will usually recommend inch,ding other examptu or your work beyond the request ed case Jludies. Use this s«"tion to highlight your unique experiena, and i,xpertise. Do not include too many additional samples. A few key selections will suffice in showing the scope and quality of work you're capable of producing. Tailor your portfo lio material to the self-in • terests of t he requesting organization. Offer to provide additional c,xamples upon request nathrr than cluttering your RFP n,sponse with voluminous and unn,lated portfolio pirttL

•..,t. This may be the trick.lest section to compile. Somrtimes you'll be gjv,,n a budget n( ••Y $150,000 and uked t.o show wha t you can do for that amount. More often than not, you'll be uud to propose a budget fo r the project. T his la near ly lmpoulble if you don't know what Lhe org:anlzatloo pulliDI! out the RPP has in mind or ls able to commil. Whenever possible, try to get a ballpark figure or benchmark from which to start_ You t-ould put together a new prod- uct launc h fo r 525.000 or $250,000. depending on how much "°""rage. social media exposure and buzz the company wants. There is a.ho·ays, at some level. a point of diminishing ttt W'DJ and )'OU don't want to go too far beyond that. The other tricky part of budgeting is whether to propose a retainer. project foe or billable h ours, Check the RPP for guld11nct? on thlL You will want your proposed bud11et to be coml"'titive becau1e t h iJi ls one of the sertioru given thr most weight in tclKting a winning bid.

Finally. include a brief explanation o( your plan t o evaluate your succeu_ Include the evaluation critrrla aod Loola u oulllnc,d in the matrix_ If you do n't Cttl llke It fits in t he budget section, you can in1ert the evaluation at the end o( your detailed ttsponse_ We like it next t o I.he budgrt because i.t shows what the client ls payiDI! for.

Deciding when to pitch ne'-"' J..,.,, • T-.acc Ar .. .n nn.rl tn • n tlw:;"P

Wlwm sho uld you take the t ime lo pitch a new busineu opport·unity o r r,spond to an RFP? Assembling a pit ch or proposal may take only a few hours. or it may take

DI CllAPTII■ 13 CultmJtingandpitchi,wMWllcuinira

as many as SO to 100 hours. You can't and won't want t o rt'lpond to all oppo.rtunllies. But herr'1 a story that might mm you think twice about not rr,ponding.

Some time ago. the city of Aust.In. Texas. luurd an RFP for a website 0\-erhaul It went to about 100 com• panies nationwide, including about 50 in the stale of TeXlls. Because it went toso many compAnics, CYCl")'Onc kind oflaughed it off thinking it would be too much of a long shot. In the end. only three companies bid o n the projecL Thefr bich rangrd from $600.000 lo $1.2 mil- lion. or those thn,r companirs. only onr or them con• formrd to the rc,qulremenll set forth In the RYP. That company wo n the projrd for $1.I million. Sometimrs you win just by showing up. OthM times you can spend

countless hours responding lo RFPs that )'OU have little ~hance of winning.

Begin with some math When to respond t o a new business opportunity or an RFP should begin ,.,jth some simple math. The key questfons are:

• What is the cost or pitching or bidding? • What is yourprobablUtyorwinning theworlt?

How profitable, will the project be If you win?

!JI th" number of pitches and bids t iffll'I thr average cost of pitches and bids greater or lrss than the average profit timrs the number of wins? In other words. do you m.olte enough profit Crom the businrss you win to Justify the upendlture on pitchell and bids. mme or which you will not win?The formub for profitable pitching and bidding is:

pitcher and bid,, X avrroge cost of pitche8 and bid,, < profit X wins

Small proj«ll with 1Um margiru decrease the linMe you should spend pursuing the opportunity. On the ftlp side. big projects with long-term agreements are worth spendingmo relimr and rnergy to punur.A ,..,,aJ,;orhalf-baltt!d proposal will almost always be timr w:amed. Most agencieJI allocate a portion of their budget In new busi• ne11 developmenl which lndudt's both pltrhlna nc,w busine11 and l'l'1ponding t o RFPs. The real decisions are how to choose which projttu to pursue and how much eJl'ort to invrst. To stay competitive. L-,Y ~ncy and consult:&nt nerds to continu- ally add new clients.

Evt1lu.ite your position Onr re<."tent study sbowrd that you arc not likely to win a bid or an RFP If )'OU don't have previous invol~-.,mrnt with a prospectiYl° client. Only 10 lo 15 pen:ent of com- panirs without prior e.q><!rience won contracts. This speaks lo the nrcrsslty of establi&hing a rclationshlp Bl a foundation fo r pitching nL'W bu1incu or rrsponding t:oRFPs.

CllA.nU 13 Cultfwltingandpildting,...,b,u_.;nn. DI

Newrthe less, you should consider responding lo new business o pportunities if you:

Ha,,., a positive relationship with the potential cllenL Understand the client's needs and preferences. Have experience doing what the client needs done. Underst1ltld the client's procurement. C!Vlllu11tion and selection methods. Can eng;age with the client to discuss and clarify their needs. Have det ailed knowledge o r the competitive e nvironmenL Believe there is potential for additional work beyond the scope o r the initial etro rL

The difficulty with ne w business opportunities and RFl'I is they are aU over the boani. Tbey come in more varieties than brealdast cereal. Hov.""'"1:, one ol the keys to all suettssful new business pitches or proposals is brevity. No proposal ever nec,dJi to be more than 10 pages. Do )'Our rcsean:h. Evaluate results. Maltr it visual

Do your research Sarah Maronn. media and public relations proressional with R,,d Jc,weled Medin, says. •You wouldn't want t o get in to a long-1cnn relationship without having dated the pcr110n first, right? The samr goes for a long-term wurldng relationship.· Yo u must invest in order to get to know an individual o r orpniution 6rsL Maroon shares some ways to do this as you prepatt for an RFP reJJ)Onse, and the suggestions apply t.o all new business opportunities (2013).

I .. Look at every page oflhe ,.'d>sitc. 2.. Search for news or biogs and forum comm en.ts mentioning the company, both

positive and n~ath-e. 3. Check out its social media pagrs: b it on Facebook, Twlttc,r, Pinterrst.

Unltedl n? What is it po,,tlngabout? Who is following it and how many? • · What are th• company·• eore valura. interests and community e n11a«cmrnta.

and who is its ideal customrr o r client? 5. Talk to the m . . . which leads t o the nut tip: " I just called lo uy. ' I love )'OIL'"

She, concede.I that maybe )'OU don't nc,cd t o say. " I love you," or sing for that mat- ter. but you do need t.o show them that you blce them, and you do need to really find out if yoo do.

Carefully evaluate Th.,,.. an, really only two ways to improv,, your new businc,ss wm rate. First. respond l.o fewer. more qualified opportunitit!I. Second. Increase the quality or )'UUr ...,,ponll4!ll. K•"'P your cll'ort• rocu.kd by spending m ore time o n those opportunitl .. ,.ith high polenlfal. Most orpnizatlons could t oss o ul up t.o one-third or the RFPs

Ml C:11.AnD 13 Cu/tiw1Hn11andpik.hiltflnrwl,u, bwa

m Fi1ure 13.2

they n,sponded lo wt year becawc they al.ttady ~ they wouldn't win. Some experu 1ugg""l mmlng up with u scoring ll)'lllrm lo o,valuatr tho, polo,ntl:u merill of new business opportunities. One example is found in Figun, 13.2.

Another suggestion is lo lnlck your success rate with each organization. since historical performance is the best predictor of future behavior. Stop pitching to or bidding on RFPs from companies that don't select you_ Institute a three- or four- strike rule. lr)'OUdon'l win biuinessaftcrfourattempts.youarc probably not a good fit. Once )'OU win a contract, the count is reset to zero strikes.

Another recommendation is to define what constitutes a win up £root. Some RFPs an, canmled and contract, n"""'-r awarded. Other biuinen opportunitiea are put on hold. J ohn Can, (2013). managing din:ctor of Mute ring Technical Sales, suggeall uaing a 1imple rule of thumb: Win ratr rquab the numbu of contracll av,arded divided by the number of pitches or proposals. He then suggests publish• ing a league tablr 1howing wi,u, loues, tt1ponse1, colts and revenue from t'acch pitch or RPP response. The bene6t, he says. comes from publicizing what is _,,M(_ Ing and what is not.

o"bo New business score ca rd

Client and p,of«t n1m11 SCORE: n.o

Oppom,nlty Information

15 lhe comJl"nv a prl!Vious/curn!nt client' y Score •15 15

If yes., do..,, have• sum,ssful ~k ll!COldwilh the client? y Scor• •/·5 s tf no. ha, a relationship bHn established w.th tlw client? y Score • 10 0

Will the project be profitable for our "ifflCY? y Score • 15 15

Is there potential fa, follow-upworlcw.th the issuing firm? y Score •/-10 8

Art mponse tlmellnes undtmood and achlwab'4-? y Scort • / ·10 -s Haw ws wccHsfully lmpl•m•nt•d simll• r projKts fa, othfl clients? y Scort •/·10 1

Will the project 11lve u, • 11ood case study a, enhante Of.Ir reput•tion? V Score • / ·10 6

Competition

Company I N Score ·5 0

Company2 N Score -5 0

Company] N Score •5 0

Company 4 N Score -5 0

Tool: 51

CKA.nu 13 Cu lfmltingandpildringnrwbmintU M1

Make it visual Rraltor1 undel'lland I he power o ( Nrb appul In moving a bolUC. Communicatio n• proCeuionals should abo undastand the i mporbancc of vi1ual appul in selling their ldc,u. whether In a presentation or In a written proposal. Mort people are vuual learners. A typical penon absorbJ about 75 pcl'tent o( what they learn visually. The rest comes from what they bear, smell, touch and taste. We want to keep potential clients looking longer. Ironically. a shorter presentation o r proposal will enable them lo absorb mon, than an hour-long p resentation or a JOO-page document.

Making a pn.-sentialion viJuaUy appealing requires profossional deslgn_ Deftlop a sexy template,. and rustomb:r the, contenl within the template for .... ch presentation o r proposal In pitch books and w ritten p ropoals. use a grid to ensun, your design bu clean lines and 1ood alignment. £1tabll1h a hierarchy within the document thal dearly leads the reader through in the sequence )'OU desire.

In vllual pre..-ntation• and in written prnposal1, UIC! photos and imag•ry to convey emotion~ Th.is can also be done wit.h the effective use of ch~ :md graph.a to communicate data_ Carefully select your fonu and typography to assist with the hienrchy and t on e. And establish a color palette that you wt11 use throughout the template. These are the basic elements of good design that will assist you in cre- ating • •-I template for winning presentations. You can then populate the t em - plate with ynur proposed solution t.o their cbaUenge or with a persuasively written response t o an RFP. Anyone that submitJ a Lat-based proposal or pitch book iJ jUlt shooting themselves in thr foot. Don' t do it.

Remembe r the l!Xllmplc at the beginni ng o f the chapter. The condse. srnartly- deslgntod pllch hook essentially won th,, work. CIienti will choost' based on th., pre• sentation and pitch book. or on the written p roposnl In the cu,, of Rf Pl.. If those don"t lmptt111, they won't look any further.

Pitching new business and responding to RFP\s is essutial to the survival of many organizations. RclalionJ.hips built over Ume within the bU1lneu community are l!SS4'ntial in find ing and 1ecuring new business opportunitieL Knowing when lo pitch new bU1lneu and how to re1pond strategically t o RF"- will make the dllrer- enor bet-n being rucc,.,,..rut in Kquiring new clients or wasting valuable time and resources o n improbabl" wiM- 8" seltttiw in the efl'ortJ you choose to pitch or bid for. Priorupericncc with a potential dlc,nt iJ alm01t essenlial lo winning a competi- tive bid. A dear understanding of a potential client's needs and expectations will also ald you in determining wbrther II is worth your time lo pitch_

Whe n you choose lo n,sponcl lcttp your pitch short - no more than JO pageL You also need to tailor your response to the spedJic nttds and ...U:-lnterests of the client. Prioritize informat ion. and mm sure it II presented in a gnphically com - pelling whiolL

M2 CNArTCX 13 CU/thali"llandpitdti,,,.Mwrllwbw.

l. Identify 111/e mutlJ businesses In your area and assess their communications and marketing needs. Uie the Strategic Communications Matrix to dellign the pitch Y"" would make lo win their business.

2 . Use tho, Internet t o find n typial RFP response. Analyze the information provided and highlight what you would keep If you wen, reducing It to a 10-page pilc.h.

3. Next, se_ll,ct three c lemcnla that you'w highlighted. and determine how you could present the Information graphicalJy.

4. Pull a dozen communications RFPs toget:ber. ::md select :t local firm th.:t:t you would like t o wotk for. Now, assuming you work for the firm. determine which R.FPs you would ""'pond to and explain why.

References and ii~ ; ti ru, • 1 1·e rt i n rfic

Arya. A. (201B. Aprillll). 7 tested strategies of pitching ru,wbusiness lo clients (and win• ning). Retrin~ &om bttps://www.lnlluench'<'.<Om/7·1ested·•trategies-<>f·pitchlng- new-bw-ineu-to-clients•ond•winning/

Care. J. (2013, Man:b). Winning the RJ-"Pg:un~ Howtolncr-.ase )'Our win rate and decr-.ase )'Dur cost._ Retri,,,,,,d from bttp:/jwww.muu,rincteehnialsalucom/ lile1,'W"mning.. TheJlFP _Game.pelf

Dk kaon. C. (2013). Att RFPo worth rMpondlng to? Rrtrl""~ftom hllp:/Jwww.aplW'l'• plAllnlng.comfartklesj\>r ... rfp1-worth•respondlng•tn.dm

EllhKh. K.D. (2003, Srplffllber) . How lo pitch• brilliant Idea. Harvard Bu1/n,u Rni ,:w. Faull, J. (2017, October 3). Pitch perfect: 4 tips for wiMing new busi~H. Retrie~ from

https:/jwww.thedrum.romjnews/2017/l(V03/pitch-p,rfect+tlps•winnlng-new- bminess

Forbes Agency Council (2016, Srplember9). Eight of the best pitching tips for winning new bwlness. Retri""~ rrom http1:/ jWww.forbet..com/1ile1/ rom..otl"nc~un - dl/20l~<'i«bt-<>f•th..-.b••t•pitcltlng-tip1•for-winning•n•w•bWiinM1/#◄ac

cc8al3760 fr,,nch. C . (2014), RFl'o - Low''-'"' or le..., 'cm? CFA Sala lmpro,.,m, nl. Relrl"",,(I [rom

ht1p-J fwwwselllngc:oac:h.co.uk/ g(LMMle1tcrRFPJO\'C..Cffl..OrJcave..cm.htm Holtz. S. (2008. March 26) . How t o "'IJ>Ond lo RPP with all tho Information )'OU need.

FindLaw. Retri",,(I from http:/Jpractitt.lindbw.mmjlaw-marlc.eting/how-to•re- •pond•to-rfp-with•all•th..-.lnfonnallon•you-nced..hlml

Impact Fxtory. ( n.d.) Pitching for new business. ll"1rieYed from bttps://wwwlmpactbc• tory.rom/llbrary/ pildiing-new-bwlner.s

CM.A.PTO U Clllfflltlttgandpitd,fttgnrwbtnitwa >II

Kutcbrr, D. (2014 , June 2). &qucsu ror propo<als (RFPs) • and 11.ily )'OW' busi..- should pay at!Lnllon to WDL RrLIY\~ &om bttpa:/ fwww.youtube.rom/v,,.tm?v-J68RH- dUW31-i

M2ronn. S. (2013. April 16). How to win a public ttl.ations agency RFP. &dJ,-/,d M«tin. [Web blog post]. Retrie\>ed Crom bttp:/ jwww.fflljcweledmedia.com/blog/bid/177170,' How• to-W-m•a-Public-Jlelal:iom-Agency•Rf P

Schultz. fl.J. (2018, Aprll 2). The new pitch procesll Shorter, Cuter. b~tor. Adi\g,r. Retric\'l'd Crom http:/f.,<lagr.rom,lartidc/ ogcocy•new1/pitch-procea-morter- (u1or/3l2945/

'The ability to present is probably the number one skill lacking today. If you can't present well you're not going to move up in the company."

-C INDY P&T&■ION • ou••· · o• ...... .. .,.TIONa ro■ ·••VLTI.

A COAC■IJICG ANII C'OWaULTl•8 rta•

LEARN INC. IMPERATIVES

• To unlletst;and IQv to crute • nd give • prewntation tNt achievl,s positiw n,sults.

• To undo<stlnd th.lt • presMUtion does mon, than ••11 •n idu - it convincn tho client of your • billty to implement thatidH,

M6 C-NAn-&a 14 Prnmtution•

early all of today's practitioners would admit to losing a client to someone "'""• not with a betlc,r ldra or plan. but simply with• better presentation. M.Mt

dedsioM. whether to fund an in•ho~ corporate campaign or lo outsoun:e work. are based more on a presentation than on substance. In fact. more often than firms would care to admit. agendes nre selected based on their presentation and then asked to implement not their own proposal, but someone else's idea This reality has led to firms actwally copyrighting their proposab to prevent ideas from being taken without compensation. The problem is.youan't copyright idens- onlythc,tangiblc or recorded cxpreuion or them, So shady buslncu people simply find another -y to ·express· your idea.

Why would an executive like someone's idea but not choose them to lmplemc,nt it? The simple answer: pre1enllllion, You cannot view a presentation a, 1imply glv• ing the subsbance of your ide2 or proposal A p resc,ntation is • visual and personal demonstration of your capability, pt,rsonality, capadty and cn,ativily.11 must inspitt confidenee :1.Dd cre:a.te chemistry between you :and :a poten tial client ore:xecuti,oe..

FoHo,ving a strategic co n1 JU u n !C '-l ti"'!~ c.- ~~nn rn•~ r-h

The rc,ality of today's busineu environment is that few executives haw t he time or patience to read lengthy reports or proposals. Hopefully someone on the proj- ect team will read the entire proposal or comm unica- tions plan, but that cannot be guaranteed.. The only two probable poinll of exposure to your plans, campaigns o r ideu are tbe eiaeculi,-e summary (oddn,saed in the previous clupter) and the dic,nt presentation. If these arc enf!lll!lng and lo the point. an eicrc,utive might take the time to look deept,r into your plan. If not. you will loae thl'ir a ttention and 1upport.

The key t o the success or a preaentation i• the strat e- gic mmmnnicatiom approach. Your goal Is to gl1lh the audience's attention and con- vince them t o not jlut adopt your proposal but to haYC you implement it. With that goal in mind andspecificobjectives l o support it,analyz.e tbep ublic(s) lobe addressed.. your relatiomblp with them and their motivating ..,If.interests. Then design )'Our presc,ntation to dem,er those messages and lead )'Our audience - perhaps only ODl' key decision-maker - lo the conduslom you -nl them lo reach, Remember you aren't Just selling your idea; you utt 1clllng your cr-utivity and ablllty to implement that idea betti,r than anyone else. You mull appeal dittcUy to the pre1entaUon par- ticipant•• ..,If. Interest•. creating • personal connectio n o r chemistry and lmpiring confidence in you. Weaving in the influence or opinion leaders may also be useful

Selecting the o1pproprio1te type of presento1tion One or tbe nrategic decisions you will nttd to makr is choosing the type or presc,nta- tion you're going lo giYC. You should base lhu decision on what you know about the

C UA.nla 14 Ptftm lrdiom M1

TIPS FROM THE PROS . •

Overcomln1 presentation anxiety

&wyLMlllwllll. , ....... _, ,.,....._ ..... _tlNalpid 2 12 .,.....,_...,.._,flltllellett ..... ...._ -,ODaytte .... C......,_,..s,.lld .... 11,..,... ............ , .... _,,.dlal. The majority of speakln1 a,,.ty <DfflH fTom ne,-,sness. I employ a~ of physbl and ~ntal lahnlq- to Qfmner,es.

PHVSlCAL TECHNIQUU .... .,,.. _.. _,.. ,-..... Physal xtMty wlll loos.n up your ftltirt! body and tel your blood drculali"I, If you are spHkin1 In a I.,.. hotel, as I olUff do. lllce a walk around the hotel and bum off some ner,ous ene,av. just don'! tel lost and keep ;u, ~ on the lime.

'-•-- MIi ,,_., While sittinw in your •-befon! you spell. dan!f• your arms al your sidn - ldtint blood flow to the tips of yow fllllftS, WIMJn blood flow Is dlreCIIJd a-v fTom yow skin. flnters and toes, you oftffl fMl a lintllnt stnsation, and your skin may ti.tin 10 look pale and IM4 cold. 0a,.11111 your a rms and hands INShll- lishn blood flow: you will start to fMI bette, and more rel&JCJtd. Also while slttl,., tum your wrists and shlb yaur ~ 10 fon:t IN blood 10 flow to your hands and Nnters,

.. 't tit...,.,-• aa.M. Stand up _II In advance of hNl1 lntraductd and walk around so the blood n-1n your lt15. This wtll also prwent iel mmplnt when you first mind.

~ ,... t-. But I» Qffflll not to scrundl so tiJhtly that yau II'"' 1 =mp.

1-• ,-,, ,-.,, ---. Wiftlt your jaw bildt and forth ll"tly. v-. (pallttly. of course).

MENTAL TECHNIQUES ,_.,.. MIi ,.,,__, This Is the sinl!e-most Important thins you can do.

.,..,.._ - Think "wcCtSS• uslfll vkulllullon IKhnlquts. Vlsualln the audlmlct applaudlfll you when you lftdone,

.. ,,._., Be convetS11tional, and include some ptfSO~ storiH durint your spHCh.

Ml CN.A.n1aa 14 Prorntntion,

audiena, and what they exp«l from lht! p,,,..,nlation. For instance, LI the audience looking for a motlY11tional meuuge or dc,,p dive into your rese:treh llndlngt? Is the audit!na, expecting you and your leam to present for the mlire time? Or do they want to have a con,,ersation as the presentation unfolds? In addllion, you ,..ii] need lo COtUidrr the situation. ls this • formal or informal oc,casion? Row many people will be in the aud.ima,? How will the meeting room be set up? What type al technol- ogy will be available? The more you learn about lbc audience and the situation. tbe more you can mili an informed choice about tbe type of pn,sentation thllt will help you acxompllsh your goals and objcctlve..

Then, are four type• of pre•cntations that lltrate,jc communicators are com• manly asked lo gi,,e. Exh I■ described in detail below to help you dl't"ide which one is tbe best fit for your needs.

"TBD-lih'" ,,,._twtion. You ue probably familiar with teehnology, entertain• m eat and design or TED Talks. These are short t a.lies given in m>nt of brge audientts at the annual TED confettntt. They relybeavilyon a llcntlon-gr.ab- bingvisualsandcngagingstoryteUingtogt!I peopleexcitedabout an idea. Thi• type of pn,sentation can be lded in a buslneu setting where IJ11.le interaction with tbe audience 11 expec1ed but audience memben m'<!d inspiration or motivation. According to Co.nnine Gallo, a senior contributor at Forbes. you can C1'9lc your own TED -like prcsen.tat ion by uaing ·entertaining. humorous and insightful 1torie1. • avoiding bullet points, combining attractive picture,i with text. showing vldro clips and surprising )'OW' audience. A wt'l.1-lmown cumple of uaing the element o r surprise, wu SIU Gates releasing mosqui• toes on stage during bis TED Talk about malaria in third-world countrie.s. Gallo also suggests n,bearsing your pteKntation until you can present ii u smoothly as an actual TED Talk "f"'UB-

Pffwlalw ,-twtion. This is tbe standard type ofpretentalion in abusineu setting. It's usually BCcom pani.ed by slides that present information in ato,- gories. use, visuals to make information easily digestible and rely on text to make Important ugum,,nlJ.. The I ESE Busineu School shared the foUowinJ! structure for :a pe=uivc presentation:

• Grab the audience's attention. • Tell your audience in one sentence what tbe pre.sentation is abouL • Outli"" the main points of your argumenL

Support each of your main points by highlighting the benefits, not the features. Summarue your argument in one sentence and give the audience a call to action ..

Al\er pulling together a draft of ),,ur presentation. you can foUow the advlee shattd by author Dorie Clark in a Harvard Buslnes, Review article to make sure it's actually going lo be persuasive. She suggest.ed aslcing six ques· tions about )1)Uf persuasive strategy.

• Whal problem are you solving? • Why ll J10lving thi1 problem importan.l nc,9,'7 • How ha,.., you veriJled your idea?

C HAPT I A 1◄ l"rnmtr,tlo,u Ml

• How can you simplify and darify lhe information you an, pn,senting? • Have you lnc,orporatl'd any storlr• or ""ampleJI In addition to (acll

and figures? • Have you Included a a1J to action?

""""• t:h p,uodtdi,m. Research presentations are data heavy and prmride detailed informatio n about res(!;arch findings. Often. they use data visualiza• tion strategies to help the audience quickly understand complex data. Aho. they logically connect the lindlnp to actionable iMighll and recommenda- Uoru. Research preRntatioM can bc 1han,d with and understood by peo- ple who were not al the pn,sc,ntalion without much additlon"1 explanation. NllDcy Dunrte, an author llDd expert on penua•ivc, prekntatlons. coined • term (or this type o( presentation: slidedocs. or "'vi1ual documenll de,,'doped In pn,sentntion aof\ware that are intended to be read llDd refcrenc,,cl imtead of projected: You can find more infonn;ation about how t o C'S"e.al.e effective slidedocs for your n,..,.arcl, prescntaliom at www.duarte.com/slidcdocs/.

Pitelo 4«/t. A pitch deck UJually consists of a limited number o( slides that are framed around a big idea. The slides rely on visuals to capture the audi- ence's attention and communicate infomuitlon quickly. Pitch decks are used lo seU new ideas to management or clients. Alejandro Cremades, a Forbes contributor, idenlifit-d tbrtt im portant nspccll of thiJo type of presentation. First. thcpitch mUJI bcdearandsimplc,. Sttond. it must be compelling.And third, It mUJI be easy to act on. Aaron Lee, co-founder of Leneys. an online fuhlon brnncl. WT'Olc, an artkle that aplo n,1 pitch deck best practice• from well-known companies like Facehook and Airbnb. Some of his observo• tlonJI Include hooking your audience with • powerful Introduction, UJ.ing aolid numben lo sell your idea and tailoring analogies to )"Our audience to hi,lp them understand )'Our idea. Author Guy Kawasaki suggests using the 10/20/30 rule when creating pitch decks. Simply stated. the, rule is haw no more than 10 slides, gh-., your presentation in 20 minutes or Jess, and, if you nttd text. use 30-point fonL

Respectint your .audience Kn~ng that your audience hu little lime. you muat get to thr key polnll and aoluliom quidtly to capture and retain interest. You must show the logic and the c.-n,atlvity that m11ke the proposal workablo,. Gl\lt' Ju1t enough detail to sell the plan but not so much as to lose the, Interest of the target audle.nce. A (rw details, care- fully inserted. will help add crc,dihility. Always include the cost in terms of lime and resources (money). Remembcr that 11D cnoeutlw decision -maker typically has only tbrei, questions that matter:

• !JI this the best aolution or pbn [Le .. is there really a net.'CI, and will it work)?

• How much will it cost? • !JI trus the right team to accomplish it?

no cu"c• ,,. Prrwntutlom

To convince :,n "xecuUve to spend time, and money on your plan, you must addn,u !hr core o( the chAllcngr or opportunity, u weU u tlM, 111Acro-lrvc,l logic. creativity and appropriateneu o( the solution proposed. Your big idea 111AY be in the foon o( bnnding. idenlilicaUon with a key ooclebl is.sue, a change in the logo or slogan. a new focus on community relations or a number of other overarching ideas. Just remember that executives usually have a broad. boltrtic view o( problems. opportunities and programs. Their vision encompasses the whole organization. not just your part of it They want to see the, grand IIOlution and creative integration o( that solution acro11 organluitlonal (unc1fons and publics. They also want to know if it Is t he most cmt-el!'ectiw approach to the situation and why they should suppoM the plan. Remember, (or them lo lntemalb.e your pbn. you must flnt capture thrlr att.ention and mm them want to work with you_

Pre~~ntind uour nl!ln

A prescnt.atlon o( )'Our solution or plan b a multis<"nsory version o( an executh'e summary. A pre11entati.on Is nol a 11,eech. You can't just stand up and t.allL By its noture, a presentation b vbuol. The vbual elements can add emotion and help creat.e impreuion, o( con,IJtenL-y, depembhilit y and competency about the, team. They must be wry c,arefully considered and ck,vc,loped to support your approach. not drtract from IL

No matter bow much time you hove to make )'OUr presentation, you must cap- ture the attention of your audience in !hr first few seconds. Establish the need and the broad solution immediately. Then sketch in 1hr detailJ as time and Interest per• mil Make sure lo show creative ,.-ork - •logaru.. logos. visual tactics - lo engage and excite !hr target audic,nce, but don' t continue describing details after Interest in them wanrs. Get back quickly to the rationale for selecting thi■ plan and the, c..t o( doing so. AIJo address the cost o( nol embracing )'Our solution. Then c,nd on • posi• live note and with the, only wise course of action, hiring Y,,IL

Here are some general principles (or presentotion success:

l-«'111-trq esptWT attrnti- o• hol,I IL If attention wones, do something lo rngage the audience.

Kttp 11,r -4 ,-[t bt mind ot oil ti-. The, goat b to gain approval and selec- tion of )'Our plan and your team by tbe decision-makers. Everytbiog you do and say in t he presentation must be focused on llu1t goal.

&to61JM • ITlati- hip. Try lo bond with the key decision-maker whc,tber I.hey are a di<:nl o r an executl•'t' in your o rganization. Inspire confidence. 0,,monstrale capability and ere at ivlty. Create cbemlstry. IJt.heydon't like )'OU penonally, thry won't choose lo work with yo1L Create an excitement (or the collaboration.

"-P it.,,_,,, ce.:'-e o,., to tlte polnL Long presentations will lose the audi- <nc:e. S..t a time! limit for each ducuuion point in the prc,sentation and stick to iL Keq, the presen totion moving and !hr ideu Rowing. If )'DU sense your audientt is losing interest, shlft your style to li\'\'D up the presentotion or. bet- tc,r )'\'l move on.

QUA-PT&■ H Prnlmtal.iom Jl1

U• ~""1 aml ct1-,-1zc,d -,,-aotlon. U1e a resc,ardt-based, :analyticul appro•ch l o problem-solving that the client will undr...uncl. Foaa on oppor- tunities and solutions. Cllllonrlu thr presc,ntation t.o meet the sc,.lf-intrrests and needs of the t,u,get audlenct,. A sample fol'lJUlt £or a campaign presenta- tion is found in Figure 14.1. but remember to tailor the format to your spe• cilic audience. Use e:umples relevant to the target audience's experience.And kttp it visunl and memorable.

& p, ,q,a,al. Organize -11. Use, appealing visunl aim. Rebcant- thoroughly. An audience can always trU when soml'One Is unprepan,d. Further, your ability to improvise, when unexptttrd problems arise, (Juch as your soft- watt not bring c:ompat:iblr with the provldrd t«hnkal ~uipmcnt) la directly relutrd to how weU pttparrd you ure. Don't exp«t to hr ablr to ad-lib in an emergency i£ )'OU haven't thoroughly prepan,d and practiced.

~ ~o Fl1ure 14 .1 __ ~ Sample ortanization of a ,ampai1n presentation

I. (apture atttntion.

2. Introduce yourwll and rwww the •nda. 3. AIVlew tht opportunities and problems, dtmonstralinl understandlnt of the potentlll cllent'l position

thiou1h reSHlth.

4 . PreM!nt your unique approach fat solvln1 the p,oblem.

5. State the objective< and P"blks/rMSSlfti neCtisary to aaomplish them.

6 . Show some of the crutlw wcwti. PlaMln1 typlully hll no visual ap~II and must be accompaniftl by crut~ wortc to sell your solution.

7. Overview lhe budeet usnJi simple !IRl'hics. 8 . Provide the r.tion.- for implflnentlnt the plan. os-11 as the inhul!nt dlfficultiH and the cost of not

K(lptinv your ptOl)OHI.

9. Summaritt the campais,I and ask lo, the contract or buMness.

Using technology ln today's higb-t«h environment. expectations for profenlonalism an, high. Presc,ntation software abounds. You 1hould know the different programs. along with their features and capabilities, and not hr tied lo any one program. Use the progr-am that best meets the needs of the presc,ntation. While Prczi is imprcssn-., in its move- ment and progression feature11, it doem't show information in chartl lUld gr.,phs as clearly u is necessary In some presc,ntations. When overused. the movement cun al.so hr dlsori.-nting. Power Point is still a brttrr choice i£ you haw, • lot o( data in graphs. Using animation of some kind laal~t an lmperut.i"C in any prcscnlation. Animal.ion software Hk.c Vyond or ClurSllde is conlinu.Uy bring crcul ~'CI nnd improved. B«ome proficient with many programs. Remember thnt you wiU hr selected based o n the

2IJ c ll.Arraa 14 11rnrntntio,u

quality and impressiveness or the presentation. You can't just have good ideas; )"U have 10 be able t o pttknl th°"" ldcu In a c1'91.ive, innowtlve way.

Remember a!Jo that high-tl'cli presentations ha,,-,, their pitfall5. Computer- designed and driven presentations are absolutely requisite, but when the technology fails. for whale\-er reason. the foilure reflects on the presenter. While a great pre- sentation can demonstrate the creativity, capability and innovatiwness of a team, a poor presentation can ruin any chance o f succus.

Technical dilliculties are unacceptable. If )"U are using technology ofany kind in a presentation. make aure you know the c,qulpment or computer programs. how t o operate them and how t o quickly troubleahoot problc,ms. Author and presentation guru Jim H an-,,y idenlilled ftve common t echnology bib )"U can plan In advance to avoid.

n.e ,,_m- Nm'r N>llllttt •~or tlnltt to th prq/«liM 9'ft'II. In gener.:al. this means you need to bring a selection o( :.1dapters (e.g.... HDMI,. DVI and VGA) that will allow you to connect to a variety of ports. Make sure I.hat thr adapters work with the ports on your computer or device. Abo. you should ,..,,;ry that the operating systcn:i on your computer or device and the pracntatlon sonware you plan lo uae are compatlbk with th• technol"IO' at thew,nuc,.

~ ,. or etlwr -tti--'io jlln ,,_'t -,\:. Tbc,re la nothing worse than set- ting up a vidc,o clip during a presentation and then not being able to show iL IC )'OU plan on using video or multim.dia files, maier ,ure they work in >= software's presentation mode before getting up in front or your audience. Also, understand bow your computer or device operates when connected to a projector. Tbc,re may be settings you haw, to adjust for it to properly display video through a projection system. If you plan on showing video clip• that are hDflN on tbe intc,met, you will nc,c,d to ensure that you have Access to Wi-Fi or a,llular <bta in the presentation room.

A,,dio ~In .,._'r mah a ,o, •-nd. I f you plan on using audio during your pre- i<,nlat:ion. you nttd to chl'<'.k that th" presentation ay,rtom you will be using has speakc,rs. Hit doesn't you should rethink your approach or rc,quest that speakers be addl'd to the room configuration. Alao, make sure that you bring the proper audio cablc,s to connec:t your computer or device t o the sound sys• tem. lt can help lo do a sound check of your computer be£ore the presentation to ensure that the sound card is functioning properly.

P'I ,,,,,_ .tide, ...,,, dlJ}'rrent. Sometimes you ,.,,n•t have the option of using your computer o r device to II""' your pruentatlon. You may ha,.., to transfc,r your presentation Ille to a computer that is already hookc,d up to the, presentation system. This can wn,ak havoc on your preacnl.lltlon format because the, nc,w compulcr won't have th" access to the aame source fllc,a you uaed to create It. Thb means fonts will be cbangc,d. Images won't look aa crisp and links to.,mbc,dded video and audio ftks can be Iott . To avoid lhi• problem. you will nc,ed t.o transfer all of the source tiles lo the nc,w compute.r along with the preae,ntatlon Ille.

y..,.,,_..ww1,,,.,,t«ted_,rttJUGWr.,__.,.,.,_prandatia,. A,'Did this "'1ll>amassing problem by turning off>= screensaver before giving the presentation. Abo. make ,ure you tum off any programo or appa that may want to notify you about new updates, messages or emails wbilr you are presenting.

CHAPTIR 14 /Jt-nnttatiotu Bl

Rttognlze also that technology tends to N!duce and sometimes eliminate the per• tonal mnnrctlon between the p~ter and the cll•nt or l'D'Cutive. The p...,..,ntcr must bemrudou1 of the n,lationshipand work to maintain the penonalconntttion. When poss:lble, use a remote o r hne someone advance your slides. Using a remote will allow you to move freely about the room. cutting the invisible tether that keep1 so many people tied to a podium or laptop. By moving around, using hand gestures and pointing out significant informati.on or visullls on the screen. you can help your aururn«enpge notonlywitb the presentation but alsowitbyou.

The pruentalion Is an opportunity to Interact with the client or eXKULivi, and begin to build trust. Technology should support but neYl'l' driw a pruentation. Pn,JCDtatloru should always be dri,,:n by purpose and contcnL In tO<hy's bu1inc11 climate, a good pre,entation is your key to opening the door. A bad pn,sc,ntalion means your ideas may ncwr Stt the light of day, or you may sit by and watch u some o thc,r tram exl'CUtes them.

Presentations are the m- significant channels used to communicate aim- e,,:ry public rclatioru, or nuarketing plan. No matter how rC\-ealing the research. no mat• ter how crutiv,, nnd ingenious the stratqpc plan. no change will OttUr unless you dfecti,..,ly communicate the plan or solution to the dedsion•makers. You must alJO clrmonstrate the crlticallty of their expending r.'11ourt..,, on this plan or solution and m nvince them that you arc the person o r team to pull it o lf. As with all mmmunlca• Lion. your target oudlencr must lint be persuaded to pay au.,ntlon to the meuage and then be persuaded to act on the mntent. Persuading dedsion•rnaken to use your solutions requires the same tw<Htep proceu. You must pin their attention and then their approval.

In our fast-paced world, presentations an, the key to getting decision-makers to pay attention to and mon! dttply examine a proposal They should be approached with the same care and analysis used in your planning and response to new business pitches and RFP1.

L Select any of the plans )"OU haw prepared for the exercises in olhi,r chapters of thb book and create a short pn,sentation that would engage a d«lsion-maker andcauscethem to listen toyourideu. Followthestep1 in Figure 14.l . andmake sure you.have an attention-getting tactic at the beginning of the presentation.

2.. Visit other classes within which presentations an, being given. Do your own llllalyail of their elfecth-eness. Which presentation types wen, used? What techniques 1"-0rkNI w .. U and why? What did not work. and what would you hav,: done dllfercntly?

ZM C'HAPTl!a 14 ~talion•

3. Create a chart that analyzes the features. benefits and negative aspects of a variety of presentation softwatt programs. Alwyu what they do weU and where they fall short. and describe the kind of plan they are most appropriate to~L

References and ~~ ,t-i.n.n • , rpo.rl in rlc-

Boylan. II. (2001). IVllat,yourpoint?: Thr 3••tcplM1hod/ormaking~rctiwprtKntatio,,&. Avon. MA: Adams Mrdla Corpor.atlon.

Clult. D. (2016. Oc1. U ). A checkllll for more persuuh.., p..-ntatlon.. Harvard Bwi,_ Rrvi.,.._ R,,lril'w,d from https:/fhbr.org/201<,{1(¥:t-chrddist-Cor-more-pemui• 11'...-pr,sentJttlons

Crt,madts.A. (2018. March 2). How t o create a pitch cleck. Forl,n. Retrieved fromhttps;// •'WW.forbcs.com/•ites/ alejandrocremades/2fJINO:v<>2/bow•lo-crcat ... a•pitch-deck/

Daum. K. (2013). 5 tipo for giving rra/ly umuing prctentatioM. lktri<n'td fron1 wwwJnc. com/krvin-daum/S-tips-Cor-giving-rcally-amuing-presentatio111.html

Duarte, N. (n.d.). Slid«loa. Rotrtcv.-d from httl)l:/jwww.duartc.com/ 1lldedoc,/ Gallo,C. (2017,April 23). Thedlll'erenoe bmo...en TEDT:alband 'TEO-llke' p.,,...ntations.

Forl>n. lkt:riewd from https://www.forbet.com/sltes/ carmlnegallofl017/04/23/th4'· dill'eren~•bct.,._n•ted-talu-and-ted•lllc.r-p....,ntatlom

H,uvey, J. (2016.Aug.2). 5 moll common tech probk,ms for presentcl'L. and bow to a>-oid them. Rctrin'Cd form h1tp1;//www.11raentatlon-guN.COm/ lbc•S-n1011-common••

tochnical-problC!ffll•for-prescnters-and-how-t o-noid-U,.,m/ IESE BusineuSchooL ( 2015, f'cb, 23). llowtocklk-crpersuaslv,, prc11enlallon1.Forl}t-.,

Retrle,.'KI (mm https://www.forbea.rom/ sltesflese/2015/ln/23fhow•to-doliwr-pe1'• suasl"'-PftM"latloru/ ll-<ld'k6935

Kawaaald. G. (2015. March 5), The only 10 slides )'OU nttd In your pitch.. llctricved from httpo;//guybw,uald.comfthe-only-10-alldeo•you•noed-in-your- pltch/

Lee. A (n.d.). 30 legendary startup 11ltch cl<cks and what you <an lc,am from th.em. Retri,-\1'CI from b ttps;//pik1ochlltl.com/blog/startup-pitch•docu-wbot•you-can•

leam/ Lerch. T. (20<M). lfow to prrparr. 1lt11/f'. t1ndddiYrr wiMing ,,,.,_,I,11ion,, New Yoritr AMA·

COM. Skills You NN'Cl (n.d.). Orciding the presentation method. RA,tri<,\-,,tl from hllps;/fwww.

1kllls)-ounttd.com/ p.,,...n1/ pre1<>ntotlon•mcthod.html Vyond team. (2018, M.ay 25). The 9 bu, busine11 pn,a,ntDJion 11<11\ware allcmati,u to

Powerl'olnt. Rdrieved from httpo://WWW.V)'Ond.com/resol.llffs/lhe•6· b<-Jt· bu.d· ness-prcsentatlon•software-altcmatl,'Cl•to-JIO'"'Crp()lnl/

Youn, KntrepreneurCoundl. (2013). 19 tlpo for Clvlnc a ldller pttRntatlon. Nq//illfl lO#I l'olt Small &,,/MU, lktriC\'<>d from --w.h.uffingtonpcwt.com

CHAPTER::· ETHICS AND PROFESSIONALISM

•~ little integrity is better than any career."

-RAL PH WALDO BIIB■SON AM& .. CAW PO■T

UAAN IN !; I MPERATIVES

• To unclotstand INI VoUr career success del)fflds upon the

quali1y of your •thlcal and profHsional beh.wl0<.

• To undeutMd the values and 11hic1t standards upc,, which 10 base decisions and behavior.

• To be c01nlun1 of p,o~sslonat codes of ethics and resolw 10 abide by lhlffl.

• To unclotstand the characte,isllts of pro~ssionall1111 and ti.tin to de,,etop behaviors conslsttnt with those charlCloristics.

• To 1ppMlato the contributions of dlvo~e Individuals and adopt an attitude of acceptance.

2SI CUAP'T&.■ 1.5 Etftia und prq/1WionoliM,

g-z tlt' C ~rson~ Md p,vmsion•I villue systems Mdsond•rds lh•t un~,e decisions • nd behiMor.

r. ""- s" Ch• 111Ctoristi:• • nd bl-hovlo, befitting a prolesslo!QI,

,. 1014. " """ r.,.,.......,,..., ,,.., ;,, _,_,...,..,.t.., mllliom o/faA,......,111, without a,-~ -~ -

• you begin to read this cluipter, many or )'OU an, t.hlnlcing. "Really? Do I nCNI lo n.-ad more junk about etJdea?"

But before you answer. uk younelC;

Do I care that my behavior could cost thousands o r people - myselrinduded - to lose hundreds of millions of dollars saved for retirement? Do I care that my actions not onlyauad me but also many others lo lose their jobs because my rompany wen I out of business? Do I care that nobody will hire me because of my poor reputatio n? Do I care that I might lose IM!rything and end up in prison?

These an, only II rew of thr documented consequencrs sufl'cred many times ovrr in the put few years by real business and communications professional• - people just liki, you - who didn' t give much thought l o ethics. You may think tluil you would

nn't"rdo anything that is drastically unethic:11 o r unp~ feulonal. Theydldn'tthinkso,either. Tb<elr road to pro- fessional and personal disaster began with a tiny step - a small, seemingly insignificant breach of ethics or profNaloaaliaL

It is unfortunate that even with increased emphasis on and discussion regarding proreuionlll ethics in the last couple of decades.'"' Sttm lo have had • greater numbrr of high profile inddc,nt.s rather than f=.,,r. St udies 1how a contlnulll decline In alhlcal behavio r.

Advocacy is a critical function in a free market econ• omy and a ftte socirty. Without advoc1M.-y, peop ... are unaware of the full range of choices ovailoble to them from ronsumer products to politlcaJ opinions. Because some orpnizations ha,,, ablUC<I the public trust by using manipulati\'e communication and marketing practices and sometimes e,,,n deceit.. cornmunka• tors today are often labeled •flacks• o r "spin doctors; implying the less than trustworthy practices o r advo-

coting questionab ... causes and twisting t~ truth. Because of put ablae'II pe.,,... !roted by a few. almost Ill! organizations. corporations and institutions continue to £ace an uphill battle to pin the trust of their publln.

In his book. "The Cheating Culture: Wh>• More Americ:aru Are Doing Wrong to Gel Ahead.· David Callwn prosenll dozens o r enmplea of pc,ople who atlalnl,d great pmressional success only lo take devastating fa.lh because their success came al the expense of their integrity. He demonstrates how our business culture, and even American culture. condones cheating - a little Fudging on your tax return. rail· ure to return the excess change you getal the g,urerystoreor lying on a resume.He argues that our culture is breeding dishonesty and ethical breaches u necessary and acceptab ... lo achieve success. That is until the perpetrators er.ash and bum. Callahan userts:

Human beings are nol simply crealu.res of their economic and legal environ• menL We don't decide whether to cut co""'ra based nnly on ■ rational col- culus about potential gains and losses. We filter t.hrse decisions through our

C UAPT•ll IS Elhla and prq/ftllionaliun JS1

v.alue systems. And while more of us will do wrong in a system whc,re cheating ll normall,u_-d or """"UU)' for survival or hugely prolltablr. IIOIDe o/ us will insist on acting wilh integrity .,...,n if doing so runs counter to our [1hort• term] self-Interest (p. 105).

A shifting land scape Contnl,uting to the decline in ethical b,,havior is the shiAing bndscape or communications media. Mistrust of media int an all-timr high with • fur nrws" b,,com- lngall too common - ~""'" now used in social mL-dla to 1uclu,r pN>ple Into clicking on purely marlwtlng ployo. n.e use or fake n~ in social media i5 on.- or the rca• SOM tht' latest trust studi.-1 ■how n,rord-high mlstrult of :iU medi:a ph1tforms. Some communications profes- sionals stl1J do not understand the disutrouJ comc,- quences for our profeuion o( corrupting llie societal channels of communication. I! the major channels of infornution dissemiiulion in o ur society are not trusted. bow can we possibly expect our messages will be trusted?

Driving this ethical quagmire is the met<'Dric rise or social mrdia. According to Stephani.- Zercher or Mandl!n Mariwting. pay tor play,

[are) not such dirty words any longer. In a t ime with fewer joumalllll and a nttd for content driv,:n by the digital world. lh<' lines bctWttn tnditio nal PR (in which you l'arDl'd CO\'er"I!" by pitching your company's 1to fY to reportl'l'll) and markcting(in which you generally pay to reach your audience) hasn' t ju1t blurred. It's b,,en erDSNI and repbced by a new parndigm - a hybrid that calll on PR's ability to shape content for paid opportunities lhat often look a lot like what a journalist would typically produce.

Social media channels like lnmlgr.un. Linkedln, Twitter and Face book expect you t o pay t o reach your 1arg.-1 audiences. And payment isn't just (or ad•'t!rtislng alo ne. OBI Creative idenH6e1 four types of paid content In the "earDl'd media" sphrre.

• AJ!lliate programs: Paying bloggen and othen l.o promote your produc.-t or service lo lheir la y.al followers. Brand ambassadors: Buying aettn to audience,, of blogers. ttlebritles or inftuencers - paying totransfer the trust their audience•h:lve in them to)'our brand. product or service.

• Sponsored content, Paying t o run content (created by you or by the blogger. celebrity or influencer) on their media. N1tive advertising: Paying for placement like advertorials o f products that ii consistent with the content aroUDd it and connects with the audience.

The, crux of the ethical isru., is whether the 1udience knows the CO\'t!rag,, or pia{-e· ment ii being compensated. That knowl<'dg.-. or lack thc,rL'Of. do;tennines If lhe pub• lie is bc,ing manlpulal.ed. Al explained by Darey Silvers In PR Fuel

~ I'&\' FOIi ..U.'t' Compensatl"f IMdla lo, cont•nt pl~UIMflt. produtt reviews. editorial nwntlons or other promotion.

nl CllAP'T&:■ 15 Et.Ma and prqftaio1wdism

The Public Relations Society o r America (PRSA) Code or Ethics promot.cs tran.rpan,ncy In communications. I ts codr statc,s that ethical practltlo""'rs must ·encour.age diac:losuri, of any exchange or value that influences how those they represent are covered. __ • The Society of Professlotul Joumallsts Code or Ethics encourage, its members to act independently. II states that joumali:sts must •refuse gifts. fuvors, fees. free lr.lvel and special treatmenL [to a,-oid compromising) Joumolistk integrity.·

Tndltionally, pay ror play meant thing, like compensating a broadcast.er for an on-airmen lion orrndorsement,orbuyingad\..,rtuing in a magnine or even a wec,kly

community neWlpapc,r to get articles or news stories 11ttep1NI. Wlth the rile or social mNlin. the iuue of db· closure came to the forerront. particularly with biogs. m ogg,,rs Wllllted compensation to review and endo.rse products o.r ideas. That·•s how they make money to sup- port their work. Pay for pby with bloggers l:N,aune 10 prevalent that the federal Trade Commission estab- lished guidelines go.-eming iL According to Tom Biro of Rusty George Creative.

The challc,nge iln't even so much that ct'rtain organiutiom and indilnduals want to be paid to cover things. It's that many,manylnllueooersatt absolutt!ly pretendl113 that II'• not the cue [that they are being compensatt-d] 10 that their read· erl, U.te""'J'S. orvlew,,rs take their word for IL

Thu ls where the ethlml mandate of ditclosure beco..,.,s critically importanL The issue isn't so much that we employ tactics or pay for play: the issue is whether we are doing so in a manipulative or dttepti\.., way. If the latter, we are violating the ,i,ry trust upon which our relationships with our key publks depend.

The i,thics and behavior of organizations and individoals have come to the forefront In terms of the, t'xpc,ctatlons of an organlutlon's stauholdcra. According to Wllcox. Cameron and Reber (2014):

Ethics refers to the value syst.e m by which a person determines what is right or wrong. fair or unf:air, Just or unjust. It is~ through moral beh.avinr in spt'cillc 1ituatlons. An individual's conduct is measured not only against his or her own conscience but also against some norm of a«eptabilitythat has been societally. profeuionlllly, or organizationally d ett'rmlncd.

N the statement implies. ethical decisiom are made at se\'l!ral different levels. At the hight'SI level, cwry society hn• an Implied orthical standard. American culture has some basic societal values - like hont'Sty, int egrity. wmi,ss and t'quity - that are

CUA."D 15 £thic• and profn,ionoli.,,,, JIii

still con1idered uni...,rsal. values ..., sbou.ld not Ughlly abllndon. N"''t!rthelen, sod• e!AI l!Andardl or othic1ofkn drte.riorate to become the equlvalent or leg,tl stand..rd.c.

Wit.h trust at a premium now in our society, the second 1.,...,1 of et.hic:al stan• d..rd-settlng is In organlutions t.hat haw fonnuLtted Lhclr own ..tl,Jral .,.,._ based on core corporate or organizational values. The goal is to guide employen to com• ply in programs, procedures and practices. To be credible, the values and codes must permeate the organization's communication practices.

Al the thin! level, communications and marketing profeulonals may choose to subscribe to proreuional codrs o r behavior like tho1e provided by the American M:arkrting Auociation, t.he Americ:an Advertising Federation, the Public Relations Society ol America or o ther similar p roresslonal organizations (Jee Appendix C: Proreuion:al Codes or £thic1) . Finally, underlying eDCh or th.,... ethical lr,-eis are personal stand..rds o rbehavio rbued on individual value systems.

011.an lutlonal ethics Today's iJsue for organizations is authenticity and "transparency." Transparency requires organizations to openly align their behavior aod their communication with a act or core values that are societally a1npt.ed and important to their key publics. According t o Stoker and Rawlins (2004):

By re""aling the organwalion 'il motiYH, the [organization] bttomrs account- able to t.he public. Transparency then bc.-comcs aclf-regu.lating. cnrouraging o rpnizat-lona to cboo.le o nly prxUces they cou.ld publicly Just ify. By bc,lng transparent. t.hc o rganization puts its credibilit y on the line by aligning it1 communication with Its ethies.

Grru ( 1998) gou a step further by providing two moral ru.les that must be Invio- late. The first is "do n ot disable.• To d isable is lo diminish a person's ability to choose or act voluntarily. People haw a right lo the information they need t o make reasoned. ration.ii dC!C!isioM for lheir o-'TI li~,es, The second rule is "do not deprh't! of ftffdom." This rule requires organlutions to discl01e any information on practices that may affect llakeholden. Gertz includes in this rule any action that wou.ld limit someo ne's ability to act fredy, depriving them or control over pcnK>nal actions.

Grrtz applies some addlUonal mo ral rules to l nmsparency: Don1 deed...,, don' t c heat. keep promlaes. obey law,, and do your duty. Sto ke r and Rawlins (2004) com • ment that. "Thoesc rules directly apply to the communication process. It wou.ld be hard to imagine tr11nsparcncy without abiding by the.., ru.les. But the.., are the [min• imum) expectations for [communications professionals]."

While ethical communication with our publics is or primary Importance, cus- tomer service has become lhe face of most organizations. And it seerna to be t.he area most dlfficu.lt to manage. Outsourcing customer service, nen olfsboring it to other nations. bas become the punchline of jokes about high-t ech and credit-card customer service. In many industries, customer 1ervice lines arc typically rntfl'ed by hourly employees. some maldn, not much more than minimum wag.-. The result is a low level of competence and hi3h turnover :as employ,,,,1 sttk for bt-tter jobs with better pay and advancement potential. But what could be mon, import.ant in estab• lishing trust than quality customer servitt? The exampl<e let by No rdstrom ls widely known. Stories abound of the upscale retail clot.bing giant allowing rustomers to

g:z n ICM. cei...:1 Written and foml.>liztd st.indards of behavior us«I as 1u1~1.,.s to, dtclsion• makin1.

.. CNA.n&a 15 Elhfa undprQ/naiona/.nnt

l't'tum virtuaUy a.ny item - """n Items obviously not purcruued In lhelr stol't'I! On Industry trust IClla. Nordstrom always ranb al th" top.

Yet most industrin ha\'e been slow to learn. "O,ey say they understand the importance o r customer ser • vice but haven't been able to resolve issues witb tbe age-old syst"m or cntry• le\'el, minimum-wage "mploy· ees. They add la}-en o r supervision and managemenL building their customer tervice around a himardllcal l't'porting slruclul't' rathc,r than focusing o n building a trust-buc,d l't'latloruhip witb crucial publics. A case In point is media giant Comcut. Their customn ser• vice diffi culties '" ""' become li,gend with the YouTube

videooh..._rviceman napping on acuJto m rr'lcouch while o n hold with the Comcurt service line . In a more recent cnse. a Comcast customer called t.o get o.n improper $35 c:hargr ~ Fl,.., pho ne calls and nine diJfcl't'Dl customer service repl't'SCll· tatiYCS later. the, customer was being billed for hundl't'ds o r dollar, m ori,. and the cli:uge was still not revened. Finally, after threats lo pubUclz.e the company's incom- pet.ence. th" corporate public relatioru department interwned to resolve the issue.

Customers armed witb social and new media tools can .. -ield a lot or power. The •united brealcs guitars· cue d iscussc,d in Chaptt'-r 9 is a prime eXllltlple. The airline's Nstomer Rrvice &ilun, cost the company millions o r dollars.

Many large and wt-growing organi.utlons. llke Comcut. llnd It dillkult to man• age cu1tomcr ..._rvice for teru or mlllloru of custom.,rs. But It Is crucial that thl• rrontUn" communication runcllon is structUl't'd and manag,-d effectively. A com• pany may allocate huge budgei. for public relations to build trust with Ii. key pub- lic., but all that wiU be for naught ir trust is not m11inta.ined al o ther touch points. Quality, resp«tlul customer service is one or tbr foundations oJ trust requ.il'ed in today's markctplxe.

Codes of ethics and professional standards S.-caUS<! our elrecti\'eness u profosslonals is din,ctly dependent upo n whether we are tru•ted. profcuional ethical mndards are critical to the 1trength or our prores- sion. (See examples in Appendix C.) But proressional ethical codes are not without problems. By the ir nature. auch t-odea tend to establish th" baRSt accrptable behav- ior. bordering on legality rathe.r than morality. (h,cr time,. such standards I.end to rcdut'e the o Yl!nlll lrvel of ethical practlce to that minimally a,..,._.ptablc, expectation. To quot" James E. Faust in an address g;,...,n to law student, in 2003:

Theri, is a great risk or justifying what we do individually and prorcuionally on the basis or what is "legal" cather than what is "cigbL - ·" The philosophy that what is "legal" is al10 "right" will rob us or what is highest and best in our nature What conduct is actually "legal" is. in mmy instances, way oolow the standards or a civilized society .... U[,...,J ac,cc,pt what is lop) us [our] standaro o r personal or professional conduct. [,...,J will rob [ounelve1] of that which is truly noble in [our] pcnonal dignity and worth.

CUAPTU 15 £1.hk•andprofeuh,naJUllt . ,

furth<,r, it is usually quite diffirult for a professional organimtion 10 enforce a rod<, o ( ethla. Much bu bttn writh ,n •bout ethical L'Odn and tMlr problrnu. Nevertheless, professionally ii is deemed important (or orpniza1ions to establish ethical cod9 for their mrmben. Such codes are viewed as cruclal fM 1IWDtainlng professional 1tatus, respect and legitimacy. They II.I'll also guidelines to entry-level professionals seeking to establish their own ethical standards based on a personal value system. Most professional codes of ethics Incorporate stated values that include truth. honesty, &Jrness, good taste and decency. Basing belavior on these values will always provide a solid foundation of personal ethics for any communica- tions profesaional.

Personal ethics and declslon-makint Our pt'l'SONll ethic,i arc baaed on our system 0Cvalue1 and bclie(1. Attording to Davis Young. you cannot be forced t.o IOR your values; they are onl)' lost if )"OU choose to

relinquish them. N. was discUSSt.-d In the chapter on persuasion. values and beliefs are the bwlding blocu for attitudes that direct behavior. Although a very personal deleunination. our values and ethics are heavily influenced by our culture and back- ground. ln American culture. truth. freedom. independcna,, equity and personal rights are highly valued and contribute to the formulation of most of our value sys· terns and resultant ethical standards. But another important inftuence o n our Vlllue systems is our persol\lll and societal definition of rucces1.

In the late 1980,. Amital Etzloni. having Just completed o book on ethics. pre- pared to teach the subjoc:t to students al Harvard Business School. Aller ■ ..,..,.,,. ter of effort, he lamented that he had bttn Ul\llble to convince classes full of MBA candidates that · ... the_re ls more to life than m onlly, power. £omr and sel!-lnte_re,it• Etxioni's experience is disconcerting but not surpri1ing. The situation is no better today. Our society has put such an emphasis nn money, power and £omr as measures of sua:ess lhat these factors have become the decision-making aitcria for genera• lions of professionals. Yet those same professionals, nt I.be ends o( their careers (and usually in commencement spe«bes to graduating college students), regret not hav• ing spent enough time with f:amily or serving the community. Our analysis of key pubUes' self-interests should lead us to the conclusion that money, l)OW1!r and fame are usually secondary motivalon when placed next to important life i.uuet.

~rh•ps our personal definitions of success and the pressure In reach the per• cei""'1 societal dcftnitlon of rUttrU have caused ua to neglect those things ln life that re•lly mailer. Those defin itions nttessarily affect our ethical standards and cloc:lsiona. II would. therefore. seem lmportanl l o toke anothcr look ot our meo• sure of personal success, and reestablish bliic values to shap,, mor:al and ethical behavior. Ralph Waldn Emerson's delinition of success (Figure 15.l ) may be• via- ble starting point.

Consistent with contemporary me:asures of success, most decisions to behave unethically seem to be based primarily on financiaJ and power considerations. Most professionals find the Lempbtion to behave unethically becomes overwhelming only when money Is the declsion factor. The more there ls lo gain o r be lilunclally. the gr,,ater the temptotion to behave contrary lo what the individual and organil:a- tion know to be ethical. When your ability to sup po.rt and fl.'ed your family and ltttp a roof ovc.,r your heod ls threatened, you beromr m ore open loan unethical alternative. And increasingly, the more chance there is to gain monetarily or to progress to more