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Оксана Гошва, HOSHVA PR Growth in PR-‐5
03.03.12
PR Planning
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successful public relaKons campaigns do not just happen
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• sound research • meKculous planning
• and careful implementaKon
they are the
result of
Anne Gregory, 2009
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list of excuses that are offered for not planning
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• We don’t have Kme • Why plan when things are changing so fast?
• We get paid for results, not for planning
• We’re doing OK without a plan
list of excuses that are offered for not planning
Scott Munson Cutlip, 2006
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як можна відповісти на ці аргументи?
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We don’t have Kme ?
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We don’t have Kme Those with a plan
make beher use of their Kme
Scott Munson Cutlip, 2006
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Why plan when things are
changing so fast? ?
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Why plan when things are changing
so fast? Plans are flexible, providing a starKng point from which changes are made
Scott Munson Cutlip, 2006
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We get paid for results, not for
planning ?
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We get paid for results, not for
planning This actually leads to a focus on acKviKes rather than results that count
Scott Munson Cutlip, 2006
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We’re doing OK without a plan
?
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We’re doing OK without a plan This short-‐term perspecKve
ignores that conKngency planning is an important
aspect of planning as a whole
Scott Munson Cutlip, 2006
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while accepKng that preparing a
plan is no guarantee of its
success
planning greatly enhances its chances
Scott Munson Cutlip, 2006
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reasons for planning PR acKvity
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• focuses effort • improves effecKveness • encourages the long-‐term view • assists proacKvity • reconciles conflict • minimises mishaps • demonstrates value for money
reasons for
planning PR
acKvity
Anne Gregory, 2009
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PR planning models
Cutlip
Gregory Smith
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the circular nature of public relaKons
planning four-‐step problem-‐solving process
Cutlip
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Gregory
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• Step 1: Analyzing the SituaKon • Step2: Analyzing the OrganizaKon • Step3: Analyzing the Publics
Phase One: Forma2ve Research
• Step 4: Establishing Goals and ObjecKves • Step 5: FormulaKng AcKon and Response Strategies • Step 6: Using EffecKve CommunicaKon
Phase Two: Strategy
• Step 7: Choosing CommunicaKon TacKcs • Step8: ImplemenKng the Strategic Plan Phase Three: Tac2cs
• Step 9:EvaluaKng the Strategic Plan Phase Four: Evalua2ve Research
Smith
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яку модель для планування обрали б ви
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Gregory
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а якщо ще простіше?
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всього 6 запитань
How is success to be judged?
How the message should be communicated?
What should be said?
Who should be talked to?
What does the plan seeks to achieve?
What is the problem?
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one of the main weaknesses in public relaKons planning is se{ng
What does the plan seeks to achieve?
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як ви гадаєте, чому?
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either because they describe processes (‘organize a press
event’) rather than end points
or because they are so vague that they are useless as success (or otherwise) cannot be
established
objecKves se{ng weaknesses
Anne Gregory, 2009
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objecKves se{ng
objecKves set at one of three levels
• AhenKon • A{tude • AcKon
objecKves should be SMART
• specific • measurable • achievable • resourced • Kme bound
objecKves are organizaKonally
relevant and deliverable
• All the PR objecKves are organizaKonal objecKves
• Ensure the objecKves are PR objecKves
• Promise what is achievable
• Work to prioriKes
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не бійтеся to quesKon objecKves!
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Analysis and Research
What is the problem?
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Що дає?
• Розуміння issues and opportuniKes
• Виявляє які дії треба зробити
Що аналізуємо?
• Environment (організацію та контекст)
• Publics
Як?
• Informal research
• Formal research
Analysis and Research
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Who should be talked to?
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stakeholders & publics
меппінг сегментування
by geographic - where they live, work by demographics - age, gender, income by psychographics - attitudes, opinions by group memberships - e.g. clubs, societies
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messages and content
What should be said?
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кроки у формуванні повідомлень
take exisKng arKculated percepKons that encapsulate the issue of problem
define what realisKc shits can be made in those percepKons
IdenKfy realisKc elements of persuasion (раціональні і емоційні; цифри і факти/історії і приклади)
ensure that the message or content is deliverable and credible through PR acKvity
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How the message should be communicated?
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strategy
-‐ overall concept,
approach or general plan
-‐ the coordinaKng theme or factor
-‐ the guiding principle or purpose
-‐ the big idea
-‐ the raKonale behind the program
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TacKcs
Is the tacKc appropriate?
Is the tacKc deliverable?
Timescale and resources
Kme
resource
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How is success to be judged?
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• EffecKve evaluaKon starts with effecKve objecKve se{ng. At its simplest, PR evaluaKon is simply checking that the objecKves set have been met.
• EvaluaKon is a research-‐based discipline. All public relaKons pracKKoners need to have some understanding of research methods.
• EvaluaKon focuses on the process of public relaKons acKvity. The more effecKve the process, the more likely the impacts sought will be achieved.
• EvaluaKon also focuses on the impact of public relaKons acKvity. The ulKmate purpose of public relaKons acKvity is the impact on the publics being addressed.
• EvaluaKon is user-‐dependent. The success of public relaKons acKvity is judged on the criteria important to the client or employer concerned.
EffecKve approach
to evaluaKon
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• Se{ng SMART objecKves • Building in evaluaKon from the start • Agreeing measurement criteria with whomever will be judging success
• EvaluaKng and monitoring as the campaign progresses
• Taking an objecKve and scienKfic approach • EvaluaKng processes • Establishing open and transparent monitoring processes, through for example, monthly review reports.
principles that can help to make
evaluaKon easier