Research
Research gives two opportunities. The opportunity to learn from succes and failure, and the opportunity to justify one's continued employment. What is the value to the PR-actitioner of a heroic effort that goes unrecorded and unrecognised? Feedback can instruct on how best to modify behaviour when similar situations arise in the future, and to prove the value of PR to an organisation, and demonstrate where money has been well spent.
Research can be applied to:
Input
What are the client/employers needs [increased revenue, membership] ?
Who is the target audience?
What precise message needs to be conveyed?
What attitude or behaviour needs to change?
What numbers are involved, [eg] how many months, how much money is needed, what is the size of the intended audience?
What needs to be done to successfully communicate the desired message [newspaper coverage, pamphlet, television interviews, website/blogging etc.]
Output
Were all tasks carried out according to instructions? [or was there a breakdown in the chain of communication?]
Did the action meet or exceed its budget, time constraints, etc.
Were the original instructions found to be achievable, overambitious, or too conservative?
Were the methods employed as originally planned?
Were there mishaps in executing the strategy? How could they be avoided next time?
Outcome
What worked? What got a big public response?
Was media coverage achieved, was it what was hoped for?
Did the audiences respond as desired? Did attitudes and behaviour change?
What were the numbers? Did 25% of people surveyed demonstrate a knowledge of the intended message by the end of the year [for example]
As can be seen, the input and outcome encompass the public, and its reactions as part of the research, first from a planning perpective and then in appraising the external effects of the campaign, shifts in numbers achieved due to the campaign.
The output focuses on execution, how internal factors affected the result, everything within the scope of Pr management, that could be better handled and improved upon next time, whereas outcome focuses on the unpredictable, uncontrollable public reaction.
What have I learned of research? It is the absolutely critical key to all PR practice, as without it, plans are made in ignorance, and results remain a mystery.
Friday, September 28, 2007
Week 10
Strategy -It is the guiding light, the blueprint of a comprehensive campaign. It is not a series of random events seen in hindsight as uncoordinated and lacking synchronisation. A strategy is simply the bigger plan, that includes all the steps along the way to successful completion. It requires research, conscientious preparation with more than a little foresight. Strategies are also designed to limit future steps, to those that are strictly relevant to the task, goal oriented, 'on message' and an efficient use of time, money and energy.
A strategy is a simple concept, yet very few people are suited to formulating successful strategies in any endeavour. This is because anyone can come up with ideas, but ensuring that each one serves a specific, realistic achievable purpose only comes from extensive research, and only research that is very specific to the immediate task. Presumably the key is balance, from an awareness of what has worked in the past, combined with some imagination to suit novel problems [or even crises]. Finally, the rare quality is confidence and persuasiveness to get others committed, because again it is easy to plan and issue instructions, but how others respond really comes down to credibility.
What have I learned of strategies? Very little, except some seem born to hatch plans that cover every angle, and pick out just what will get the job done. Not easy.
A strategy is a simple concept, yet very few people are suited to formulating successful strategies in any endeavour. This is because anyone can come up with ideas, but ensuring that each one serves a specific, realistic achievable purpose only comes from extensive research, and only research that is very specific to the immediate task. Presumably the key is balance, from an awareness of what has worked in the past, combined with some imagination to suit novel problems [or even crises]. Finally, the rare quality is confidence and persuasiveness to get others committed, because again it is easy to plan and issue instructions, but how others respond really comes down to credibility.
What have I learned of strategies? Very little, except some seem born to hatch plans that cover every angle, and pick out just what will get the job done. Not easy.
Thursday, September 27, 2007
Week 9
Event sponsorship.
The important goal to achieve with any sort of sponsorship arrangement is mutual benefit. An event that is suffocated in a sponsor's self promotion may lead to the organiser terminating the arrangement because the money gained is not worth the cost to the atmosphere or independence of the event. Likewise, a sponsor may part with large amounts of money to no appreciable effect and come to the conclusion that the costs are too high compared to the benefits, and feel they are not receiving adequate credit for their support.
Sponsorship must play upon some relevance, foremost a sponsor's relevance to the nature of the event, like a fertilizer company sponsoring a flower show, etc. Another similarity can be support for local events, however unrelated, simply exploiting the fact that they share and take part in a local community. A final factor that can be pointed out is philanthropic support for a small organisation by a large and generous benefactor, with no apparent connection other than the obvious one of sponsorship.
The reason they are covered in the same chapter of the book, is because a PR-actitioner will only find themselves organising an event as a result of representing the interests of a sponsor ie; many events are run without official sponsorship, but in the course of PR duties, it will only be seen in the prism of what added value can be derived from the event because they are never organised just for their own sake. As usual money, other resources, time and venues are all at a premium, but with the added unpredictable element of people to manage and weather to anticipate.
The major benefits to be derived from corporate or sponsored events will be due to skillful media relations management and making sure that important guests are properly catered to. A PR-actitioner must at such times multi task, overseeing attendance and staff, and do their best to outshine meagre resources.
What do I hope to learn? The art of the 'booze and schmooze'...Unfortunately the phrases 'Murphy's law' and 'herding cats' spring to mind...
The important goal to achieve with any sort of sponsorship arrangement is mutual benefit. An event that is suffocated in a sponsor's self promotion may lead to the organiser terminating the arrangement because the money gained is not worth the cost to the atmosphere or independence of the event. Likewise, a sponsor may part with large amounts of money to no appreciable effect and come to the conclusion that the costs are too high compared to the benefits, and feel they are not receiving adequate credit for their support.
Sponsorship must play upon some relevance, foremost a sponsor's relevance to the nature of the event, like a fertilizer company sponsoring a flower show, etc. Another similarity can be support for local events, however unrelated, simply exploiting the fact that they share and take part in a local community. A final factor that can be pointed out is philanthropic support for a small organisation by a large and generous benefactor, with no apparent connection other than the obvious one of sponsorship.
The reason they are covered in the same chapter of the book, is because a PR-actitioner will only find themselves organising an event as a result of representing the interests of a sponsor ie; many events are run without official sponsorship, but in the course of PR duties, it will only be seen in the prism of what added value can be derived from the event because they are never organised just for their own sake. As usual money, other resources, time and venues are all at a premium, but with the added unpredictable element of people to manage and weather to anticipate.
The major benefits to be derived from corporate or sponsored events will be due to skillful media relations management and making sure that important guests are properly catered to. A PR-actitioner must at such times multi task, overseeing attendance and staff, and do their best to outshine meagre resources.
What do I hope to learn? The art of the 'booze and schmooze'...Unfortunately the phrases 'Murphy's law' and 'herding cats' spring to mind...
Week 8
If any media product is substandard in spelling, grammar or punctuation it is a double setback; not only is it unimpressive, but it can also be just plain confusing. The way a message is received depends first on whether it reaches its target. The first hurdle to pass is often the scrutiny of journalists and others in the media who act as filters for the immense volume of random material that comes their way en route to the public, if it is selected for inclusion or coverage. If the writing skills of its author are poor, 1. It will be heavily altered before it is seen as fit to pass on, thus distorting the intended message because the original was so inadequately expressed or 2. it may simply be discarded as too troublesome to correct or decipher. Either way, any badly written material will almost guarantee a frustration, lack of interest, and a disinclination to publish on the part of editors, writers and anyone else with a say in its chances of being passed on to the intended audience.
Not only will poor writing skills hinder individual PR projects, they may even damage client satisfaction or even career prospects because they are a major handicap compared to others who can be more eloquent, concise and effective at driving their point home.
Unlike journalists and advertisers, Pr-actitioners often have no certainty that their efforts will gain the desired coverage and attention, and must vie for the opportunity to have their messages received by those who could make or break a campaign, namely, those employed in journalism or media organisations, and the specific demographic that is the ultimate target. Often they compete with completely unrelated contributors, or rival PR-actitioners. Who do you think has a better chance of being heard or read, the clear, cogent and pithy media operative with slick writing skills, or clunky, mangled pigeon typography replete with inaccuracy and error?
What I have learned is that no amount of superficial glibness and sparkle can make up for a good old fashioned education.
Not only will poor writing skills hinder individual PR projects, they may even damage client satisfaction or even career prospects because they are a major handicap compared to others who can be more eloquent, concise and effective at driving their point home.
Unlike journalists and advertisers, Pr-actitioners often have no certainty that their efforts will gain the desired coverage and attention, and must vie for the opportunity to have their messages received by those who could make or break a campaign, namely, those employed in journalism or media organisations, and the specific demographic that is the ultimate target. Often they compete with completely unrelated contributors, or rival PR-actitioners. Who do you think has a better chance of being heard or read, the clear, cogent and pithy media operative with slick writing skills, or clunky, mangled pigeon typography replete with inaccuracy and error?
What I have learned is that no amount of superficial glibness and sparkle can make up for a good old fashioned education.
Week 7
The vital importance of media relations.
First, relationships. Anonymity or a bad reputation among colleagues in the various media makes a job difficult even before it starts. Trust and respect can only develop over a long time after several successful and mutually beneficial exchanges. Nurturing good personal relationships with journalists and others in the media is the responsibility of every PR-actitioner who wants to be successful in their work. This is achieved by assiduously adhering to one's word and bearing in mind the demands and limitations of those who bridge the gap between PR and the public; for instance a brilliant and comprehensive media package is of no use to a journalist once a deadline has passed. Content must be appropriately tailored to styles and formats, as well as being relevant to an audience. An informal article may not be appropriate to a trade magazine, a lifestyle feature might be out of place on a travel program. If radio coverage is desired, audio material may suffice, but vision opportunities are necessary to attract television reporters. A small school fete could be rightly covered in a community newsletter, but would not be 'newsworthy' to a national publication or prime time bulletin. A 'soft' fact sheet to correct negative reports might be enough for a friendly journalist, but a respected broadsheet or investigative reporter might demand an interview on their own terms. All such problems must be considered, but if handled skillfully, can build up credibility and sway over time.
I have learned that personal relationships must be managed and yes, exploited to maximise mutual benefit, one may want answers, while another desires 'copy'. It must be understod that journalists are often the sole gatekeepers that have it in their power to mediate access to broader audiences. One must understand the pressures under which they work and offer a fair swap that meets the needs of both, personally and professionally.
First, relationships. Anonymity or a bad reputation among colleagues in the various media makes a job difficult even before it starts. Trust and respect can only develop over a long time after several successful and mutually beneficial exchanges. Nurturing good personal relationships with journalists and others in the media is the responsibility of every PR-actitioner who wants to be successful in their work. This is achieved by assiduously adhering to one's word and bearing in mind the demands and limitations of those who bridge the gap between PR and the public; for instance a brilliant and comprehensive media package is of no use to a journalist once a deadline has passed. Content must be appropriately tailored to styles and formats, as well as being relevant to an audience. An informal article may not be appropriate to a trade magazine, a lifestyle feature might be out of place on a travel program. If radio coverage is desired, audio material may suffice, but vision opportunities are necessary to attract television reporters. A small school fete could be rightly covered in a community newsletter, but would not be 'newsworthy' to a national publication or prime time bulletin. A 'soft' fact sheet to correct negative reports might be enough for a friendly journalist, but a respected broadsheet or investigative reporter might demand an interview on their own terms. All such problems must be considered, but if handled skillfully, can build up credibility and sway over time.
I have learned that personal relationships must be managed and yes, exploited to maximise mutual benefit, one may want answers, while another desires 'copy'. It must be understod that journalists are often the sole gatekeepers that have it in their power to mediate access to broader audiences. One must understand the pressures under which they work and offer a fair swap that meets the needs of both, personally and professionally.
Week 6
Law and ethics.
PR-actitioners, as anyone else who works in communicating through mass media to large audiences, must remember their particular responsibility to respect the reputations of others, and the intellectual property of others. This means giving credit for the use of any material created by others, not denigrating competitors or misrepresenting or tarnishing the image of individuals or organisations. Not only are there stringent laws to punish anyone guilty of slander or defamation, but it is also unprofessional and specifically prohibited by the PRIA code of ethics. A good PR-actitioner, whether representing a client or applying to a prospective employer, should be able to stand on their merits without resort to malicious or untruthful conduct or comments about others. Copyright, patents, institutional protocol regarding plagiarism are also stringently enforced, when the creative property of others is appropriated as one's own without acknowledgement or compensation [eg royalties] where necessary. Despite the pervasive nature of technological innovation and changing media landscapes, ultimately it is still the originators who retain the rights to their work.
As with any business, PR-actitioners are legally obliged to honour contracts, provide services within agreed periods and to client's specifications, and at prearrranged prices which cannot be altered without the consent of both parties. PR-actitioners must trade fairly and honestly with others, charge only for services rendered, and not mislead or deceive, or otherwise take part in unethical behaviour. Employers have legal obligations to workers, in terms of hiring practices and 'duty of care', and simple workplace safety. Ethical conduct is essential to good business dealings, ad it extends beyond the letter of the law to notions of 'good faith' and is a prerequisite to membership of PRIA, and is good for the resulting 'goodwill ambassadors' it can create.
I have learned that PR work is governed and regulated like any business, bound to observe simple tenets of fairness and honesty. Basically, don't make promises you can't keep, honour existing arrangements meticulously, and in all decisions and actions, each individual must weigh up the demands of their job with those of their conscience.
PR-actitioners, as anyone else who works in communicating through mass media to large audiences, must remember their particular responsibility to respect the reputations of others, and the intellectual property of others. This means giving credit for the use of any material created by others, not denigrating competitors or misrepresenting or tarnishing the image of individuals or organisations. Not only are there stringent laws to punish anyone guilty of slander or defamation, but it is also unprofessional and specifically prohibited by the PRIA code of ethics. A good PR-actitioner, whether representing a client or applying to a prospective employer, should be able to stand on their merits without resort to malicious or untruthful conduct or comments about others. Copyright, patents, institutional protocol regarding plagiarism are also stringently enforced, when the creative property of others is appropriated as one's own without acknowledgement or compensation [eg royalties] where necessary. Despite the pervasive nature of technological innovation and changing media landscapes, ultimately it is still the originators who retain the rights to their work.
As with any business, PR-actitioners are legally obliged to honour contracts, provide services within agreed periods and to client's specifications, and at prearrranged prices which cannot be altered without the consent of both parties. PR-actitioners must trade fairly and honestly with others, charge only for services rendered, and not mislead or deceive, or otherwise take part in unethical behaviour. Employers have legal obligations to workers, in terms of hiring practices and 'duty of care', and simple workplace safety. Ethical conduct is essential to good business dealings, ad it extends beyond the letter of the law to notions of 'good faith' and is a prerequisite to membership of PRIA, and is good for the resulting 'goodwill ambassadors' it can create.
I have learned that PR work is governed and regulated like any business, bound to observe simple tenets of fairness and honesty. Basically, don't make promises you can't keep, honour existing arrangements meticulously, and in all decisions and actions, each individual must weigh up the demands of their job with those of their conscience.
week 5
Evaluation and monitoring of results after action is importance as its planning and execution.
Likewise, it is vital, as previously stated, that Pr-actitioners keep abreast of client or employer management policies and decision making, because a 'disconnect' between words and action can be disastrous for relationships in the media, with employees, or business partners. It cannot be stressed enough that the foundation of any such relationships is trust, and therefore takes time to build and unfortunately can be easily shaken if people feel deceived or 'left in the dark'. Also, Pr-actitioners need to familiarise themselves with what their organisation is trying to achieve, because any effort that does not keep the bigger goals in mind may be a waste of energy.
A corporate vision [a specific or ongoing aim] is realised by conscientious adherence to the stated mission that is seen as the way to achieve it. Simply, a mission statement maps the way to get a vision accomplished. So an organistation sets out its vision statement, meaning basically what it wants to do, and the mission statement is the way to get it done.
A Pr-actitioners role in all this is to be clear on how they will help an organistation to achieve its stated aim, and to show how they intend to do so. First that means an overall plan to guide their efforts -a strategy, and then the various menas employed to follow through, the specific tactics. They must keep track of their progress over time and see that the tactics used work in furtherance of specific goals, and not just random action for the sake of it. This work must be preceded with research and concluded with a comprehensive debriefing to keep improving and honing its efficiency and performance.
Likewise, it is vital, as previously stated, that Pr-actitioners keep abreast of client or employer management policies and decision making, because a 'disconnect' between words and action can be disastrous for relationships in the media, with employees, or business partners. It cannot be stressed enough that the foundation of any such relationships is trust, and therefore takes time to build and unfortunately can be easily shaken if people feel deceived or 'left in the dark'. Also, Pr-actitioners need to familiarise themselves with what their organisation is trying to achieve, because any effort that does not keep the bigger goals in mind may be a waste of energy.
A corporate vision [a specific or ongoing aim] is realised by conscientious adherence to the stated mission that is seen as the way to achieve it. Simply, a mission statement maps the way to get a vision accomplished. So an organistation sets out its vision statement, meaning basically what it wants to do, and the mission statement is the way to get it done.
A Pr-actitioners role in all this is to be clear on how they will help an organistation to achieve its stated aim, and to show how they intend to do so. First that means an overall plan to guide their efforts -a strategy, and then the various menas employed to follow through, the specific tactics. They must keep track of their progress over time and see that the tactics used work in furtherance of specific goals, and not just random action for the sake of it. This work must be preceded with research and concluded with a comprehensive debriefing to keep improving and honing its efficiency and performance.
Sunday, September 9, 2007
Week 4
As stated, PR-actitioners must work under pressure and to budgets and deadlines [even the deadlines of others, like journalists who need information or good material if they are to be of any help].
The tasks of a PR-actitioner include: forming relationships with and regularly briefing journalists,
general media elations work including the usual packages such as media releases & audivisual opportunities for various media, organising events for prospective clients, members, fundraisers or the general public, ensuring adequate or appropriate media coverage of events, policies, offers & products etc., market strategy formulation, and internal communications.
I have learned the importance of internal communications, because just as it is important to maintain effective working relationships with management, it is also important to bear in mind that a client's or employer's workforce can be an army of good will ambassadors, or a 'motley crew' of disgruntled one man media saboteurs and roving talent for tabloid journalists. They must be accorded the respect they deserve, because mistreatment or even simple detachment from workers leads to unpredictable results that are rarely positive. Making an effort to connect and keep them informed can prove invaluable 'insurance' for an organisation's image.
The tasks of a PR-actitioner include: forming relationships with and regularly briefing journalists,
general media elations work including the usual packages such as media releases & audivisual opportunities for various media, organising events for prospective clients, members, fundraisers or the general public, ensuring adequate or appropriate media coverage of events, policies, offers & products etc., market strategy formulation, and internal communications.
I have learned the importance of internal communications, because just as it is important to maintain effective working relationships with management, it is also important to bear in mind that a client's or employer's workforce can be an army of good will ambassadors, or a 'motley crew' of disgruntled one man media saboteurs and roving talent for tabloid journalists. They must be accorded the respect they deserve, because mistreatment or even simple detachment from workers leads to unpredictable results that are rarely positive. Making an effort to connect and keep them informed can prove invaluable 'insurance' for an organisation's image.
New post 2.blogger
Week 3 The different approaches to communication and PR:
Agenda setting, to accentuate or divert public and media focus on particular issues, to manage the emphasis and focus of a debate, to maximise positive outcomes and nit allow bad publicity to detract from those efforts.
General systems theory, open and closed communication, the flow of a message outwards, and the feedback it generates among a public/target audience returning as a result.
Grunig's division of different forms of PR, with two way symmetrical being seen as most desirable [where the feedback of an audience is seen as valuable and desirable instruction, that can actually influence policy], two way asymmetrical where knowledge about audiences attitudes, prejudices and responses is used to tailor a message to better effect, however the actual desires or interests of the audience are seen as secondary], and one way styles like press agentry and public information styles
Relationship management where organisational and individual interrelation is foremost, and communications are seen to result from the success or limitations of their smooth running and cooperation
Semiotics, connected with postmodern theory, the theory of signs and symbols, what they indicate or suggest, and how they are received.
Habermas, critical theory and the "public sphere"
Later suggestions include
Situation............................
social learning ......................}theory
and social exchange...........
Agenda setting, to accentuate or divert public and media focus on particular issues, to manage the emphasis and focus of a debate, to maximise positive outcomes and nit allow bad publicity to detract from those efforts.
General systems theory, open and closed communication, the flow of a message outwards, and the feedback it generates among a public/target audience returning as a result.
Grunig's division of different forms of PR, with two way symmetrical being seen as most desirable [where the feedback of an audience is seen as valuable and desirable instruction, that can actually influence policy], two way asymmetrical where knowledge about audiences attitudes, prejudices and responses is used to tailor a message to better effect, however the actual desires or interests of the audience are seen as secondary], and one way styles like press agentry and public information styles
Relationship management where organisational and individual interrelation is foremost, and communications are seen to result from the success or limitations of their smooth running and cooperation
Semiotics, connected with postmodern theory, the theory of signs and symbols, what they indicate or suggest, and how they are received.
Habermas, critical theory and the "public sphere"
Later suggestions include
Situation............................
social learning ......................}theory
and social exchange...........
new post 1.blogger
PR Theory and Prac: History in Australia
Widespread improvements of literacy rates in nineteenth century Australia provided a burgeoning audience for newspapers, which accordingly grew in circulation and in pages per edition.
Added to this was the birth of new 'daily' papers due to improvements in printing technology,
created a dilemma for publishers. While the changes afforded vast new sources of revenue not only from readership but especially from advertisers, the burden to include ever greater news and editiorial copy to accompany each page or line of advertising significantly increased.
The solution was serendipitous. Some advertising agencies [like Greville in Sydney and Gordon and Gotch in Melbourne] paid not with money, but in 'kind'; doubling as press agencies, providing news or entertainment in exchange for space in the papers.
Also, in an era of heavy political involvement in the world of journalism, partisan reporting was scrapped in favour of more evenhanded coverage, as it was conducive to wider acceptance rather than limiting itself to one ideological 'camp' or another. Theoretically, neutral reporting could potentially double a newspaper's audience, and certainly profits did increase for some.
Again, this broadenend the scope for those who wished to advertise through newspapers.
All these changes lead to early accusations of what could only be described as 'payola'. The suspicion is that overly complimentary or insufficiently skeptical reports on various products, services or companies were not the work of gushing reporters, but trojan horse promotion by combined press/ad agency writers calling themselves journalists.
At any rate, it appears that such accusations are not a purely modern phenomenon, and indeed the accusators may have simply been competitors, and not indignant purists at all!
Slightly more justifiable coverage of friendly business interests could be afforded by staging a bit of 'hooplah', ie. some attention grabbing and vaguely newsworthy event that could be included by reporters for some amusement or entertainment value, businessmen with this job came to beknown as publicists or press agents.
Leading the way in the field was the Circus proprietor and promoter P.T. Barnum, of 'sucker born every minute' fame. Not surprisingly, businesses such as circuses, already involved in public entertainment became adept at the task of garnering business through 'publicity stunts' as it was really just an extension of what they did already. Movie studios were to become the next biggest employers of publicists and press agents.
It would be difficult to assess just how profoundly American traditions influenced early Australian styles and practice, but certainly publicity from the 1920's onwards would have been inextricably interwoven with an American approach, as it was so dominated by film promotion, which itself was run and almost wholly owned by US studios and corporations.
As the textbook explains, prior to the first world war, films were promoted individuallly, in a fairly ad hoc manner, by minor and independent players. After 1921, the well known US companies like Fox and Paramount assumed control of distribution even here in Australia, so from then on the whole culture [of the industry] was saturated with American thought
and training, even American people, who headed the various head offices of Australian publicity departments. Their local employees were also sent over to the US to learn the craft.
Again, the dominant theme was positive copy paid for or planted in newspapers, combined with some stunt or public spectacle that could garner enough interest to generate free press coverage. The textbook then gives examples of journeys and chases via 'unusual forms of tranport' by men in costumes to illustrate this practice.
PRIA was formed in 1959 from an industry that had been developing for some years, but it would be another decade before the discipline was offered in an Australian university.
Widespread improvements of literacy rates in nineteenth century Australia provided a burgeoning audience for newspapers, which accordingly grew in circulation and in pages per edition.
Added to this was the birth of new 'daily' papers due to improvements in printing technology,
created a dilemma for publishers. While the changes afforded vast new sources of revenue not only from readership but especially from advertisers, the burden to include ever greater news and editiorial copy to accompany each page or line of advertising significantly increased.
The solution was serendipitous. Some advertising agencies [like Greville in Sydney and Gordon and Gotch in Melbourne] paid not with money, but in 'kind'; doubling as press agencies, providing news or entertainment in exchange for space in the papers.
Also, in an era of heavy political involvement in the world of journalism, partisan reporting was scrapped in favour of more evenhanded coverage, as it was conducive to wider acceptance rather than limiting itself to one ideological 'camp' or another. Theoretically, neutral reporting could potentially double a newspaper's audience, and certainly profits did increase for some.
Again, this broadenend the scope for those who wished to advertise through newspapers.
All these changes lead to early accusations of what could only be described as 'payola'. The suspicion is that overly complimentary or insufficiently skeptical reports on various products, services or companies were not the work of gushing reporters, but trojan horse promotion by combined press/ad agency writers calling themselves journalists.
At any rate, it appears that such accusations are not a purely modern phenomenon, and indeed the accusators may have simply been competitors, and not indignant purists at all!
Slightly more justifiable coverage of friendly business interests could be afforded by staging a bit of 'hooplah', ie. some attention grabbing and vaguely newsworthy event that could be included by reporters for some amusement or entertainment value, businessmen with this job came to beknown as publicists or press agents.
Leading the way in the field was the Circus proprietor and promoter P.T. Barnum, of 'sucker born every minute' fame. Not surprisingly, businesses such as circuses, already involved in public entertainment became adept at the task of garnering business through 'publicity stunts' as it was really just an extension of what they did already. Movie studios were to become the next biggest employers of publicists and press agents.
It would be difficult to assess just how profoundly American traditions influenced early Australian styles and practice, but certainly publicity from the 1920's onwards would have been inextricably interwoven with an American approach, as it was so dominated by film promotion, which itself was run and almost wholly owned by US studios and corporations.
As the textbook explains, prior to the first world war, films were promoted individuallly, in a fairly ad hoc manner, by minor and independent players. After 1921, the well known US companies like Fox and Paramount assumed control of distribution even here in Australia, so from then on the whole culture [of the industry] was saturated with American thought
and training, even American people, who headed the various head offices of Australian publicity departments. Their local employees were also sent over to the US to learn the craft.
Again, the dominant theme was positive copy paid for or planted in newspapers, combined with some stunt or public spectacle that could garner enough interest to generate free press coverage. The textbook then gives examples of journeys and chases via 'unusual forms of tranport' by men in costumes to illustrate this practice.
PRIA was formed in 1959 from an industry that had been developing for some years, but it would be another decade before the discipline was offered in an Australian university.
Sunday, August 12, 2007
The importance of an open mind...
The so called 'devil's advocate' -the adaptable mindset that allows one to see both sides of an issue. It is not a matter of simply being 'contrairy' or due to some weakness of character. It is an acceptance that if one is commissioned to assist a certain group, there must be a decision made at the very outset that if there is work to be done, it should be undertaken wholeheartedly and with a clear conscience. A P.R.actitioner's job is simply to interact and communicate with a desired audience, no matter how broad or specific. While there are many tasks required to achieve this interaction, managing people and events, working under the pressures and constraints of a competitive business environment, at heart success is defined by getting out the right message, the right reaction and tailoring the efforts according to the feedback received. Surely this cannot be a bad thing, no matter how difficult or unpopular the message may begin.
Monday, August 6, 2007
The Melanie James book
A PR-actititioner must be different things to many people. It is expected that one can;
+Respond to crises in a timely and level headed manner
+Form and carry out plans to meet immediate and ongoing client requirements this includes formulating objectives, and meeting deadlines and specified (measurable) criteria of success
+Respond to enquiries from customers, constituents, employees or the public
+Handle the demands of the media, from simple queries regarding a product or service, through to adverse or even hostile publicity
+Seek the desired coverage and image among those able to offer it (again, journalists, advice columnists, lifestyle presenters etc.)
This includes positively influencing opinion makers, and ensuring that individual needs are met, from providing useful information to arranging the demonstration of how products and services work, including trial offers. The key is to build up personal and professional relationships with those who could potentially make or break a campaign.
Also necessary is skills in diverse fields of media production;
+Paper It can be as direct as a pamphlet/letterbox campaign or include
+ "Voice" ie Speeches, press conferences, doing interviews or a formal address
+Audiovisual, websites, electronic media including webcasting and even SMS, video packages or powerpoint style live presentation [even youtube now]
+Events, great for well known or established institutions, staging tours or anniversaries, but also useful to unveil something new or showcase a so called 'flagship' store or venue etc.
It cannot be over emphasised that in a world of economic rationalism and performance indicators, it should be restated that PR-actitioners are bound to work to budgets and deadlines.
Good, focused research has a dual use of helping to establish how certain expenditure is justified
and clients evaluate the response and quantifiable success of a campaign reative to cost (how much "bang for the buck")
+Respond to crises in a timely and level headed manner
+Form and carry out plans to meet immediate and ongoing client requirements this includes formulating objectives, and meeting deadlines and specified (measurable) criteria of success
+Respond to enquiries from customers, constituents, employees or the public
+Handle the demands of the media, from simple queries regarding a product or service, through to adverse or even hostile publicity
+Seek the desired coverage and image among those able to offer it (again, journalists, advice columnists, lifestyle presenters etc.)
This includes positively influencing opinion makers, and ensuring that individual needs are met, from providing useful information to arranging the demonstration of how products and services work, including trial offers. The key is to build up personal and professional relationships with those who could potentially make or break a campaign.
Also necessary is skills in diverse fields of media production;
+Paper It can be as direct as a pamphlet/letterbox campaign or include
+ "Voice" ie Speeches, press conferences, doing interviews or a formal address
+Audiovisual, websites, electronic media including webcasting and even SMS, video packages or powerpoint style live presentation [even youtube now]
+Events, great for well known or established institutions, staging tours or anniversaries, but also useful to unveil something new or showcase a so called 'flagship' store or venue etc.
It cannot be over emphasised that in a world of economic rationalism and performance indicators, it should be restated that PR-actitioners are bound to work to budgets and deadlines.
Good, focused research has a dual use of helping to establish how certain expenditure is justified
and clients evaluate the response and quantifiable success of a campaign reative to cost (how much "bang for the buck")
The book by Melanie James.
PR can raise public consciousness of an issue, educate and inform public opinion. It can also change the way an issue is already perceived, or manage popular responses to emerging debates.
For instance, with the new vaccine for young women, the company offering it may wish to steer the debate towards the importance of protecting our young people if we can, and head off fringe groups who may wish to 'hijack' the debate with an anti-immunisation or moralistic agenda.
Most importantly, public relations at its best can truly open channels of feedback that are vital to developing rapport and a co-operative spirit with their [clients] stakeholders and the wider community. Often PR specialists are the first in a given group to advise that research into people attitudes be undertaken, with a genuine interest in the results, so there is is a future where public opinion or any audience becomes vital to the organisation. More and more this is becoming a reality, so that according to such research, not only can messages be tailored, but action as well.
For instance, with the new vaccine for young women, the company offering it may wish to steer the debate towards the importance of protecting our young people if we can, and head off fringe groups who may wish to 'hijack' the debate with an anti-immunisation or moralistic agenda.
Most importantly, public relations at its best can truly open channels of feedback that are vital to developing rapport and a co-operative spirit with their [clients] stakeholders and the wider community. Often PR specialists are the first in a given group to advise that research into people attitudes be undertaken, with a genuine interest in the results, so there is is a future where public opinion or any audience becomes vital to the organisation. More and more this is becoming a reality, so that according to such research, not only can messages be tailored, but action as well.
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