"Why PR
is an Engine for Economic Growth"
By Robert A. Kelly
Business, non-profit and association managers
committing their public relations resources to (1) doing something
about the behaviors of those important outside audiences that
most affect their operation, (2) creating the kind of external
stakeholder behavior change that leads directly to achieving their
managerial objectives, and (3) doing so by persuading those key
outside folks to their way of thinking by helping to move them
to take actions that allow their department, division or subsidiary
to succeed – greatly increase the chances of success for
their operation.
Thus, feeding the engine of their own economic
growth AND that of the nation at large.
But, in reality, it takes more than good intentions
for any manager to alter individual perception leading to changed
behaviors, something of profound importance to ALL business, non-profit
and association managers.
What they need is a simple PR blueprint that
gets everyone working towards the same external audience behaviors
insuring that the organization’s public relations effort
stays sharply focused.
For example, a blueprint like this: people act
on their own perception of the facts before them, which leads
to predictable behaviors about which something can be done. When
we create, change or reinforce that opinion by reaching, persuading
and moving-to-desired-action the very people whose behaviors affect
the organization the most, the public relations mission is accomplished.
In that way, those same business, non-profit
and association managers can see results such as new proposals
for strategic alliances and joint ventures; customers making repeat
purchases; prospects starting to work with them; membership applications
on the rise; capital givers or specifying sources looking their
way, and even bounces in showroom visits.
But HOW those managers pull that off forms the
real challenge.
Here’s how the best of them can do it.
They find out who among their key external audiences is behaving
in ways that help or hinder the achievement of their objectives.
Then, they list them according to how severely their behaviors
affect their organization.
But precisely HOW do most members of that key
outside audience perceive their organization? If the budget to
pay for what could be costly professional survey counsel isn’t
there, Ms. or Mr. manager and his or her PR colleagues will have
to monitor those perceptions themselves. Actually, they should
be quite familiar with perception and behavior matters.
Getting that activity under way means meeting
with members of that outside audience and asking questions like
“Are you familiar with our services or products?”
“Have you ever had contact with anyone from our organization?
Was it a satisfactory experience?” And if you are that manager,
you must be sensitive to negative statements, especially evasive
or hesitant replies. And watch carefully for false assumptions,
untruths, misconceptions, inaccuracies and potentially damaging
rumors. When you find such, they will need to be corrected, as
they inevitably lead to negative behaviors.
The job now is to select the specific perception
to be altered which then becomes your public relations goal. You
obviously want to correct those untruths, inaccuracies, misconceptions
or false assumptions.
One of the painful aspects of the whole drill
is that a PR goal without a strategy to show you how to get there,
is like a three-bean salad without the beans. So, as you select
one of three strategies (especially constructed to create perception
or opinion where there may be none, or change or reinforce it,)
what you want to do is insure that the goal and its strategy match
each other. You wouldn’t want to select “change existing
perception” when current perception is just right suggesting
that “reinforce” strategy.
The moment has come when you must create a compelling
message carefully constructed to alter your key target audience’s
perception, as specified by your public relations goal.
Keep in mind that you can always combine your
corrective message with another news announcement or presentation
which may give it more credibility by downplaying the apparent
need for such a correction.
The content of the message must be compelling
and quite clear about what perception needs clarification or correction,
and why. Of course you must be truthful and your position logically
explained and believable if it is to hold the attention of members
of that target audience, and actually move perception in your
direction.
Some allude to the communications tactics necessary
to move your message to the attention of that key external audience,
as “beasts of burden” because they must carry your
persuasive new thoughts to the eyes and ears of those important
outside people.
Actually, we have a wide choice because the list
of tactics is long indeed. It includes letters-to-the-editor,
brochures, press releases and speeches. Or, you might choose radio
and newspaper interviews, personal contacts, facility tours or
customer briefings. There are scores available and the only selection
requirement is that the communications tactics you choose have
a record of reaching people just like the members of your key
target audience.
Of course, things can always be accelerated by
adding more communications tactics, AND by increasing their frequencies.
It won’t be long before those around you
will be asking about progress. But you will already be hard at
work remonitoring perceptions among your target audience members
to test the effectiveness of your communications tactics. Using
questions similar to those used during your earlier monitoring
session, you’ll now become beady-eyed looking for signs
that audience perceptions are beginning to move in your general
direction.
Yes, performed in this manner, public relations
obviously does feed the engine of YOUR economic growth and, thus,
that of the nation at large.
But do keep your eye on the core of this approach:
persuade your most important outside audiences with the greatest
impacts on your organization to your way of thinking. Then move
them to take actions that help your department, division or subsidiary
prevail.
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