Public relations strategy oliver pdf

Memperkuat pasar lemah, Counteract atas penolakan konsumen terhadap iklan, Menembus kesemrawutan banyaknya iklan, Menjadikan iklan sebagai berita, Menguatkan iklan dengan pesan yang lebih meyakinkan.

Menurut Kotler dan Keller , p. Marketing Public Relations dapat membangun kredibilitas dengan menyampaikan pesan dalam konteks editorial. Marketing Public Relations dapat membantu untuk meningkatkan antusiasme tenaga penjualan dan penyalur dengan cerita-cerita mengenai produk baru sebelum diluncurkan. Marketing Public Relations dapat menurunkan biaya promosi karena Marketing Public Relations menghabiskan biaya yang lebih rendah daripada surat langsung dan iklan media.

Sebelum dan sesudah marketing dijalankan, maka perlu diakses dahulu atau dipelihara oleh Public Relations dengan melakukan pembentukan citra image building suatu produk atau jasa yang positif. Marketing Public Relation pada prinsipnya adalah merupakan suatu kegiatan yang terencana dan suatu usaha yang terus menerus untuk dapat memantapkan dan mengembangkan itikad baik good will dan pengertian yang timbal balik mutual understanding antara suatu organisasi dengan masyarakat. Jurnal Manajemen Pemasaran, Vol.

Teknik-Teknik MPR Pendekatan baru untuk MPR yang meliputi strategi pemasaran tradisional dan dimensi megamarketing, yang membutuhkan komunikasi dengan pihak- pihak yang bukan merupakan bagian dari rantai pemasaran tradisional. Push — Pull Mendorong - Menarik Pertama dua dimensi dari pendekatan ini adalah 'push' dan 'pull' strategi.

Kotler mengatakan : Strategi 'push' menggunakan kekuatan dan perdagangan penjualan promosi untuk mendorong produk melalui saluran atau media channel. Produser agresif mempromosikan produk wholesalers; grosir secara agresif mempromosikan produk pengecer, dan pengecer secara agresif mempromosikan produk untuk konsumen.

Strategi 'pull' menghabiskan banyak uang pada promosi iklan dan konsumen untuk membangun permintaan konsumen. Sebagian besar anggaran MPR biasanya dialokasikan untuk 'pull' strategi program, yaitu orang-orang secara langsung ditujukan untuk pengguna akhir, tapi 'push' dan 'pull' strategi dapat dilakukan secara bersamaan. Pada saat yang sama, MPR program diarahkan untuk organisasi penjualan dan perdagangan mungkin dilaksanakan untuk membantu 'push' produk melalui saluran.

Sebagai contoh, sangat efektif televisi nasional menyiarkan berita fitur tentang produk dapat ditampilkan pada pertemuan penjualan nasional, atau wawancara TV lokal dapat disajikan pada pertemuan penjualan regional. Dengan semakin penting regional pemasaran, sangat penting untuk menunjukkan kepada penjual bagaimana strategi MPR membantu mereka di wilayah mereka.

Publisitas digunakan untuk menarik perhatian McDonald's sebagai kesempatan yang menarik bagi investor yang ingin menjalankan bisnis mereka sendiri. Pass: The Third Dimension Selain 'push' dan 'pull' strategi, dimensi ketiga ialah 'pass' strategi, diperlukan di lingkungan pemasaran yang semakin kompleks ini. Itu disebabkan oleh faktor-faktor yang Kotler jelaskan di Megamarketing, terutama kebutuhan untuk memasuki pasar diblokir atau dilindungi oleh pihak-pihak lain selain pengguna.

Pihak-pihak ini mencakup para pembuat kebijakan pemerintah, legislator, regulator, partai politik, aktivis, dan kelompok-kelompok kepentingan publik yang mewakili agenda pernah berkembang, penyebab, kepentingan dan keprihatinan.

Pemasar harus membuat cara mereka sendiri untuk melewati mereka atau diterima oleh pasar, untuk memasuki pasar tertentu dan untuk mengatasi atau menetralisir oposisi, Kotler mengemukakan bahwa pemasaran eksekutif tidak siap dengan pelatihan atau pengalaman. Aturan Public Relations adalah untuk merancang strategi dan melakukan program yang memungkinkan pemasar untuk 'mendorong' gatekeeper dan memasuki pasar. Saat pelanggan membuat keputusan untuk membeli, mereka sesungguhnya mencoba memutuskan untuk membeli dua hal : produk dan perusahaan.

Most corporate decision making distinguishes between objective and subjective interpretation of events, takes a continuous view of change rather than reacting immediately to turbulent or sudden change, and approaches corporate strategy as a process involving choices rather than determinate positions. Managing public relations strategic decision making is no different and, like accounting or law, public relations has its own body of knowledge, rules and regulations.

Public relations advice has traditionally relied on case studies and empirical research to provide a base on which to draw and develop models of theory and best practice. An upsurge in the number of public relations research consultancies and an increase in client billings are an indication of recognition of the need for proven expertise at strategic level.

Canadian writer Gareth Morgan looked at management performance and there is not one of his nine leadership competence modes in which communication does not play a central operational role; see Table 2. It has been reported that on average CEOs spend between 50 and 80 per cent of their working hours on communicating with stakeholders of one sort or another, which suggests that they not only develop strategy but must be seen to operationalize it through the key competency of communication Table 2.

Some institutional websites, however, set up and run by in-house public relations departments, only run the good news stories or ones that they want circulated asymmetrically or virally. The leaders of today are going to have to join the blogging revolution to be seen to engage with shareholders, civil servants, media and customers alike, symmetrically.

To analyse the pressures and problems confronting the employing organization or company, it is understood that a number of proactive public relations processes are needed. The communication policy is then derived from measures of endorsement, uniformity and variety. From function to strategy To illustrate this point, perhaps one of the most helpful strategic management models for communication purposes is the Johnson and Scholes model adapted here in Figure 2.

The communication environment — stakeholders — channels Communication culture and expectations, objectives and power bases Generating communication options Strategic communication implementation — internal — external Strategic communication analysis — internal — external Strategic communication choice — internal — external Selecting communication strategy in line with mission Managing change through business process re-engineering communication Monitoring and evaluating communication options Communication resources — functional and strategic capabilities Communication planning and allocating resources Organization structure and design of corporate communication programmes Source: Oliver , adapted from Johnson and Scholes Figure 2.

While the model shows the essential elements of the strategy process, it is not linear, starting at the establishment of a mission and ending with implementation. As all competent public relations practitioners know, these processes must run in parallel and with consideration of resources and the practicalities of implementation.

They include a model of stakeholder mapping to characterize stakeholders in terms of their level of power and interest in any outcome. In the s, Johnson and Scholes produced a model for analysing organizational culture which, they argued, was essential if synthesis were to occur. They referred to the interplay of various factors in organizational culture as the cultural web or the mindset of an organization — that is to say, the way it sees itself and its environment.

In Figure 2. There can only be synthesis if communication is performed to a high standard in linking together these strategic areas for competitive advantage. It comprises a set of assumptions that people rarely question. At such times, organizations impose tighter controls. Modern models of strategy formulation stress the instability of the relationship between an organization and its environment because time and dynamics never stand still. In any organization there is a perceived need to maintain stability and harmony while making sure that the organization can change in order to survive.

This contradiction is expressed by Stacey as ordinary management on the one hand and extraordinary management on the other. These are useful concepts to critically appraise the role of public relations in corporate strategy. This is the basis of the symmetrical models promoted by Grunig Stacey argues that managers only operate within bounded rationality.

The complexities of modern organizations mean that they have to adopt a pragmatic approach to decision making and accept that they cannot conceptualize or accommodate all possibilities. Ordinary PR management Ordinary management is necessary to ensure that targets can be met and that the organization survives through rational processes. It presupposes a stable environment and can only be practised in contained change situations. It is not a negative concept given that it must be practised if an organization is to be able to control and deliver competitive advantage.

Extraordinary PR management Despite the potential dangers for organizations remaining exclusively dedicated to ordinary management, a closer look at what is involved in extraordinary management will explain British reticence. It is a process that depends critically on contradiction and tension.

The changing of paradigms is a revolutionary rather than an evolutionary process and cannot be intended by the organization. Stacey argues that 35 Public relations strategy both forms of management have to coexist if the organization is to evolve and survive a changing environment. An organization needs to provide a stable basis for meeting its short-term objectives and targets while at the same time providing a basis for transforming itself in the future to respond to changes in the environment.

In that they are professionally pragmatic. When monitoring and evaluating the wider environment, important elements are dependent on perception of how change in one area can impact on other areas or overall. For most shareholders asymmetrical communication of results will tend to apply, whereas with major institutional shareholders self-interest will dictate a degree of symmetrical communication, and a genuine desire to listen to their concerns will be essential and generally implemented.

A long-term two-way relationship may be established with customers to allow for feedback into marketing strategy. Posters that repeat the published mission statement, memos, messages contained in the actions of management relating to discipline suggestions and so on all contribute to an overall strategic process. As the formal organization exists to protect the paradigm, the status quo, managers who wish to change the paradigm have to operate within an informal organization in informal groups that they organize themselves.

According to Stacey, these groups are essentially political in nature. It can coexist with hierarchy and bureaucracy, but must be encouraged by the actions of the bureaucracy and supported by top management. White and Dozier argue that dominant coalitions still need information to help them make decisions.

The CEO as cultural icon The strategic challenge for most organizations today is adapting their structures, processes and cultures to achieve sound relationships built 37 Public relations strategy on long-term mutual advantage through the integration of internal and external communication. As Ind 13 writes: A corporate brand is more than just the outward manifestation of an organization, its name, logo, visual presentation.

Communications must be based on substance. It is larger, more diverse and has several audiences that it must interact with. To achieve that it must have clarity of vision, of values and of leadership. The critical role of communication in operationalizing corporate mission and translating it into reality, and the importance of vision in the achievement of corporate objectives, are based on perception as a measurable variable of reality. Many public relations professionals will argue that this is not new.

Such factors have always existed as benchmarks for justifying their intangible but critical contribution. An organization making policy in response to public criticism alone may prove to have revealed weak management based on poor strategic planning.

The eightfactor assessment shown in Figure 2. Integrating PR knowledge, skill and understanding Measurement monitoring and evaluation methods Ethics and sustainability An Assessment Framework Budgeting and value-added cost analysis Total quality assurance and risk analysis Auditing the range and coordination of PR activities Communication structure and process Establishing quantitative and qualitative benchmark performance criteria Source: Oliver , Figure 2.

White and Dozier describe the case of a logging company, which might view trees as a crop to be harvested rather than a natural resource to be cherished. In the risk research, Aon listed 10 key risks in which 48 per cent of the sample mentioned the importance of being prepared for damage to reputation and 41 per cent of those surveyed referred to regulatory and legislative changes such as compliance with laws, regulations, contracts, policies, clear disclosure, solvency and community reinvestment.

He believes that we: deal with uncertainties through stories rather than probabilities. Thinking about probabilities does not come easily to the human mind. Constructing narratives does. Our ability to tell stories is a valuable asset, the means by which we make sense of disconnected information.

In the British government there is a Code of Conduct that prevents members of the House of Lords amending laws on behalf of lobbyists or businesses that are paying them. Most large companies will have a government relations specialist who, through best communication practice will regularly scrutinize the external relations between their organization and government stakeholders.

The lobbyist is the correspondent. Clearly with sustainability at the forefront of the global agenda, issues of business growth tax the minds of all parties. Throughout the relationship between lobbyist and politician, it pays to remember the rule of symmetrical communication to ensure that what is said is what is heard and interpreted correctly. There are innumerable cases of organizations that failed to spot the changes looming ahead which either threatened them or which provided opportunities for development that were then lost to competitors.

What organizations can do is to see their future by examining the structure and process of the present. McMaster is stressing that, although it is impossible to predict future detail, the structure of any future is a set of relationships within a complex system that is constantly adapting.

New products form a very high percentage of its product range at any one time. These products have arisen not only from individual acts of foresight but from an organizational design and management culture that continually encourages new product ideas.

In other words, the organization is itself the source of invention. Inevitably, any vision of the future depends on resources. However, resources are divided into tangible and intangible resources. For each of these, there are usually key indicators, or a way of measuring their value.

The review shall be a balanced and comprehensive analysis of the development and performance of the business and of the position of the undertakings included in the consolidation taken as a whole, consistent with the size and complexity of the business.

To the extent necessary for an understanding of such development, performance or position, the analysis shall include both financial and, where appropriate, non-financial key performance indicators relevant to the particular business, including information relating to environmental and employee matters. In providing its analysis, the consolidated annual report shall, where appropriate, provide references to and additional explanations of amounts reported in the consolidated accounts.

Where a consolidated annual report is required in addition to an annual report, the two reports may be presented as a single report. In preparing such a single report, it may be appropriate to give greater emphasis to those matters which are significant to the undertakings included in the consolidation taken as a whole.

The value of a recognized brand name that is held in good esteem may be unrecoverable once lost. Goodwill needs to be grounded and made concrete. It has to be measured and accounted 43 Stage 1 Task Force Stage 2 Stakeholder Audit Task Force Evaluation of stakeholder communication needs — internal and external including non-shareholders.

How does it compare with the best? Does it satisfy OFR criteria? Could front-end reporting be improved by dedicated section in the report and accounts or by separate reports? Is the potential of the web being fully utilized? Does the AGM need a re-think? Could public relations play a more effective oversight role?

Is the process independently audited? Stage 2 Identify stakeholders, internal as well as external. The OFR will broaden the role of the annual report and the range of stakeholders who will use it. Categorize audiences into primary and secondary. Conduct a stakholder audit to discover what audiences know about the company, sources of information and nature of the relationship. The results of the methods used and outcomes should be published. Figure 2. Dow Chemical Company has over 75 multifunctional intellectual asset management teams that meet to review the patent portfolio.

These are led by intellectual asset managers who in turn report to the intellectual management function. The whole is supported by an intellectual management centre that provides database support, career development of managers and sharing of best practice.

The long-term dynamic nature of a public relations strategy is that it is responsive to changes in the environment. It requires identifying existing and future communication gaps by sound professional public relations intellects, so that capability is underpinned by competence in the round. They involve relationships between organizations that fall short of merger but may go as far as mutual equity stakes, each organization owning a minority of shares in the other.

These alliances do not just involve very large organizations. A prerequisite for a successful alliance is that there must be a clear purpose and objective for the arrangement and the process must be managed according to schedule and without loss of control. The role of the public relations strategist will be to ensure that media coverage does not lead to the organizations involved losing control of their own destinies. It would be interesting to see how long the strategic alliance approach lasts.

This provided some protection against loss of technological know-how through an alliance. An organization chooses between strategic options, which may include mergers and divestments.

Once an organization becomes too unwieldy from a communication perspective, it will need to segment its image and identity. Philips has 10 key joint ventures and participations and has segmented them into three key activity sectors. In a turbulent environment, organizations have to include in their range of strategic options a consideration of unexpected as well as planned research and development. Given the emphasis on producing downsized companies and outsourcing many essential functions, including public relations, issues about innovation and the virtual company, Chesborough and Teece assert, are on the increase in many companies.

The co-dependency Action Stations Framework see Table 2. The principal activity during a crisis for communication specialists is likely to be media relations, yet titles and roles of communication practitioners in British organizations vary. In banks, for example, operational and strategic organizational functions, including crisis management, may appear as shown in Table 2. Today, asymmetrical communication takes relationship management to new levels of sophistication and quality control.

Thus tactical, empirically derived evidence for communication programme planning and budgeting is no longer good enough. This need is quite independent of the issue of takeovers. Although there can be no one universal model for coping with crises, Table 2. Fearn-Banks argued that crisis management is strategic planning to prevent and respond during a crisis or negative occurrence, a process that removes some of the risk and uncertainty and allows the organization to be in greater control of its density.

Table 2. This includes processes of enactment and expectation as well as vigilant decision making, and they suggest there are two key issues involved, namely rigidity and control. The authors suggest that the anticipatory model of management can be likened to the law of probability indicating that the less frequent the occurrence of an event, the greater the probability that the event will occur in the future.

Therefore, organizations should and must continue to evaluate reliance on technology and to prepare for crises in advance. However, he argued, the information was either possessed by those with authority to act upon it, but who did not act; or it was not possessed by those with the authority to act and it was not sought out by those in authority; or it was possessed by those who did not have the power to act on it, but not shared by them with the parties who did possess the authority to act upon it; or it was shared with the parties who possessed the authority to act on it, but the parties with the requisite authority did not take the information seriously enough.

Clearly this span of control must not be excessive, but must be organized so that real control is maintained like an army in war time. In other words, the open system of normal management practice will click into a closed system based on military-style organization and coordination principles. In wider civilian terms where organizations must liaise with local authorities, this means that the scalar concept that views an organization as a group of grades arranged in sequence with the superior grades carrying authority and the lower grades carrying no authority, becomes irrelevant.

The unity of command will belong to the people trained as members of special emergency communication and continuity planning teams. The manual is made available to all on the Metropolitan Police website. The MEP provides guidance to those responsible for managing and coordinating the council response to a major emergency.

The MEP is supported by a department emergency plan, which outlines the procedures to be adopted within each department. Those departmental plans and those of their contractor partners standardize the layout and ensure a corporate style which everyone understands. MEP and departmental plans are reviewed annually.

However, whilst events that occur during normal working hours may be dealt with perfectly adequately from available resources, the same event arising during the early hours of the morning, or at the weekend, may require a major emergency response due to the reduced resources immediately available to deal with it. The build up or pre-crisis period, where the symptoms are detectable, such as repeated messages or persistent sets of clues.

Crisis breakout — the initial stage is the acute phase. Abatement or chronicity of the crisis with charges, counter-charges, demonstrations, inquiries, legal actions and the continuing coverage by the mass media. The media set the agenda in terms of communication during the crisis lifecycle. Third parties, such as the media, play a key role in assessing risk, which evolves from research and corporate intelligence. Today, there is considerable media speculation as the result of technological developments of the internet, such as social networking.

The public relations industry is accelerating its research development needs in the light of advancing telecommunications such as mobile phones, iPods and other devices. The challenge for industry, central or local government communicators, is how to evaluate both symmetrical and asymmetrical information. The PR practitioner role is to present on behalf of his or her masters, so there is no room for naivety.

Trust is a duty of care on the part of both parties. The implications inherent in such technological developments place a greater burden of trust on everyone, but especially on the PR practitioner who will need to remain ever vigilant in terms of complicity or otherwise, in what is said and done, or not, in the name of public relations. Perception plays an important part at every stage of monitoring and evaluation of public response.

For example, Susskind and Field in Florence and Kovacic, 84 suggest six types of anger requiring different responses, namely: when people have been hurt; when people feel threatened by risks not of their own making; when people feel their fundamental beliefs are being challenged; when people feel weak in the face of powerful others; when people believe they have been lied to or duped; and when people strategically display anger to manipulate the reactions of others. A survey of British companies indicated that employees thought a crisis was more likely to be triggered from outside the organization, rather than inside by management, as shown in Figure 2.

Florence and Kovacic suggest three models of crisis communication management. Their marketplace model argues that crises are caused and solved by economic, political and legal competition; ideologically based models evolving new or evolving social movements; and a public participation model based on cooperation among governments, private industry and the public.

Public Limited Companies are expected to have a solid internal control system to safeguard the investments of shareholders and the assets of the company. The report also recommends that listed companies radically review their risk management programmes. Reputation is a key element of the intangible assets of a company and hence its value.

The Turnbull Report encompasses issues relating to electronic media now that stakeholders expect and demand information in real time and e-mail has raised the expectations of shareholders regarding how quickly companies respond. For these stages to be successful Accenture notes that the quality of information is crucial for sound decision making. This is particularly crucial when things go wrong. The main crisis arising from this trend is the growth of bulletin boards or chat rooms.

It is now possible for an individual to post any sort of information, accurate or inaccurate, on one of these sites and spear illicit and inaccurate information about the company and the management. The Investor Relations Society recognizes best practice in its web guidelines. The result can be disastrous for investors, employees and customers; in some cases a company may never recover. The Society recognizes that it is the responsibility of the communication department to handle events in a professional manner.

The London Stock Exchange points to two levels to crisis management. For example, where a bank may be in the middle of talks about a takeover or merger with another bank, it should be assumed this news will be leaked to the media.

This sort of issue is relatively predictable and therefore plenty of preparation should and could be undertaken in the form of pre-prepared or holding statements for the press and other media groups and preparations and training of management on what to do and say when approached by the media or other parties requesting information.

Imagine how much worse that could be during a crisis. The organizational crisis matrix in Figure 2. FD prohibits selective disclosure and requires the simultaneous disclosure of material information to the general public with disclosure to analysts or any other group. Continuity planning It is interesting looking through the case studies on business continuity planning websites such as Global Continuity.

Elements a business continuity plan continuity BCP plans. Information Week business continuity survey of business technology managers.

This involved emergency Table 2. For example, the fastest growing crime in the United Kingdom currently is identity fraud.

With call centres increasing in number and moved to economically weaker countries, the longer-term implications are clear. Corporate communication lies at the heart of all commercial operational activity, but especially where organizational security is concerned. An organizational climate and training that can demonstrate that its people work well together and stay together during a crisis, overcomes setbacks more quickly see Figure 2.

Business leaders have been generous in responding to disasters, but they often struggle to determine how best to contribute. Challenge vs opportunity During a disaster, there is often a lack of clarity about who is in charge.

The government, relief agencies and the private sector cannot manage the complexity of a catastrophe each on its own. Moreover, there is often confusion about what is truly needed after a disaster.

Companies were often unable to get critical information during the disasters due to the lack of relationships in place with key government and relief organizations.

The success of the Partnership would be measured by how well it developed plans and protocols to help mitigate each of these challenges. Research The Partnership conducted extensive primary and secondary research to evaluate the current landscape, shape the strategic focus, and develop areas of collaboration with other disaster response entities.

Businesses have a dual role in disaster preparedness and response. Galvanize the business community to work together in a coordinated, effective manner. Serve as a model and reference for other businesses, NGOs, the government and media in disaster preparedness and response.

Operational strategy 1. Developed an educational website to serve as a central repository of information: www. Developed resource guide throughout all phases of disaster response and distributed the materials to key disaster decision makers from business, government and NGOs.

Created a formal partnership with the American Red Cross. Created emergency protocols to strengthen communications between the business community and relief agencies at the time of a disaster. Developed a secure web portal and phone line for member companies to communicate critical information and needs during a disaster.

These tools allow the business community to quickly galvanize and determine how they can effectively leverage their resources to speed the response effort and help communities in need. The website has received more than , hits to date, a per cent increase over The Partnership for Disaster Response has received positive media attention on its activities and achievements. Do you think that different tools and techniques are required for The Partnership of Disaster Response and if so, by applying Figures 2.

Who were the boundary spanners at the Partnership? By focusing on Figures 2. Was ordinary or extraordinary management of the PR campaign a contributory factor in its success? What intangible assets are likely to add value to the relief agencies and how could they be reported and measured as tangible outcomes? There are a number of reasons for this.

The technological era has made people everywhere aware of, if not educated about, the roles of government and big business in society. Part of the bad press may lie in the fact that image can be as abstract a concept as Boorstin suggests and therefore lays itself open to suspicion. However nebulous, image is reality because people can only react to what they experience and perceive. It is this perception which for me is reality.

Unfavourable beliefs can lead to a drop in sales or a lowering of share price, which can be corrected by public relations involvement. Many writers and practitioners argue that beliefs make up product and brand images and that people act on those images.

More current studies show that image does not consist of a single reality held by individuals, but that they hold a series of linked pictures consisting 72 Reputation management of many elements or objects that merge together and are interpreted through language. Image and branding Corporate image in the professional public relations sense goes back to the s and the introduction of new commercial television stations.

When advertisers picked up the notion of image as a tool for branding products as well as corporate identity, writers of the day like Mayer saw the brand as a visible status symbol. Thirty years later Gorb was to argue that the business of corporate image design had become trivialized by too close association with external visual symbolism like logos. From this a branded corporate image can grow into reality. Nevertheless, it currently has to rework its existing image if it is to evolve and adapt to meet its corporate values while meeting the expectations of its stakeholders, especially its customers who have deserted it.

A neutral corporate image can develop over time to become what Boorstin would describe as so impartial that it repels nobody. But how does a PR or communication expert perceive and project the personality of their company? Cultural webs play an important part in understanding corporate identity; a visual identity step model might look something like that shown in Table 3.

Corporate visual identity supports reputation through the interrelated dimensions of visibility, distinctiveness, authenticity, transparency and Table 3. Three key principles underline the way we interpret meaning, namely the art form of the signs themselves, the way they are systemized and the context in which they appear.

In many instances, public relations budgets have had to prioritize rebranding by judicious and creative change in design and colour of logos and livery, both at product micro and organizational macro levels. Only then is it possible to realize competitive advantage. If change is desired, rigorous control is essential. If the wrong variables are changed or the sequence of change is wrong, the result can be costly failure.

Stanley argued that no organization can fool its stakeholders with hype. In the era of global communications these corporate values have come to the fore. The internet has made debates on social responsibility and accountability a new type of challenge for corporate image campaigning. It is increasingly recognized that the value of ethics statements goes beyond the interest of employee stakeholder groups to embrace all other stakeholders, if not society as a whole, by adding value to an organization.

Houlden recognized that being proactive about the way society views a company is a key skill for modern-day organizational leaders if corporate image is not to be damaged. However, his work on applied image research and the various methods in frequent use warns practitioners that the quality of research is determined not only by the methods used but also by the quality of the questions formulated.

A typical approach is demonstrated in Figure 3. This inevitably has implications for the selection of consultants, who in the main are seen to be more objective about assessing the reputation of an organization and therefore more usually given the research task.

In such instances the client is likely to get more people involved in the selection process. Ewing et al found that if a company does not think or recognize that it has a problem, it will be suspicious of an outsider who tells it that it does have a problem and become more cautious of unsolicited advice. One contribution to more objective assessment is in the development of measurable social disclosure rating systems for corporate social responsibility CSR PR programming.

In Australia, social performance indicators are standardized in a rating tool based on the Global Reporting Initiative GRI , which helps to validate organizational accountability to that country and to society in general.

The ability to assess reputation statements using a tick box process not only helps ethical investors and shareholders, but may also avoid litigation in the future. Kneejerk responses to media speculation can raise unrealistic expectations and market overreaction, leading to short-term damage limitation exercises instead of reputation substantiation that forms the basis of longer-term PR strategic planning.

Leningrad St Petersburg became an example of courage during the day Siege — Its residents defended the city notwithstanding famine, frost, exhaustion. Geographical area: St Petersburg, Russia. Research Secondary research was conducted to identify and analyse previous projects designed to help and praise WWII veterans and Siege survivors that occurred from May to August Leti then conducted original research by informally interviewing and then consulting on a regular basis with city administrators, historians, psychologists, business and community leaders.

Sub-goals: i establishing communication and positive relationships between veterans and youth; ii changing the attitude of business community towards the problem and engaging it in projects. Objectives: i realization of the complex of events which would create a common space for communication of target groups; ii engaging commercial organizations as partners, consolidation of their resources, enlarging the scale of the project, lowering its actual costs by more than 50 per cent.

Measurable criteria to determine the success 1. Quantity of: — representatives of target groups actively participating in the project; — representatives of target groups informed about the project; — events that took place according to the developed tactical approaches; — mass media mentioning the project.

A positive change in relationships between veterans and youth. Introducing the problem to the business community. Facilitating communication among the target audiences and key publics. Target audiences and PR messages See Table 3. Chapter 5 focuses on the functional relationships between public relations, advertising and marketing. Chapter 6 discusses the role of the mass communication media in the public relations program.

No text on public relations would be complete without a chapter on research, an area in which the author maintains the profession still faces challenges. However, she does feel the situation is improving. This change is evolving, says the author, in large part due to the rapid growth of internet-based technologies. Ethical practice, says Oliver, does not imply less than stellar organizational performance and results.

This review was originally published in Journal of Consumer Marketing , Vol. Report bugs here. Please share your general feedback.