Phase Two STRATEGY

Strategy: the organizations overall plan. The determination of how the

organization decides what it wants to achieve and how it wants to achieve it. Has a
dual focus: the action of the organization (both proactive and responsive) and the
content and presentation of its messages (theme, source, content and tone).

STEP 4 Establishing Goals and Objectives

About looking inward & deciding what you want to achieve.
Differentiate between goals and objectives. In PR and marketing, generally goals
are general and global while objectives are specific. However, some advertisers and
business specialists use goals and objectives interchangeably.

Positioning statement: a general expression of how an organization wants its

publics to distinguish it compared with its competition.
Goal: a global indication of how an issue should be resolved.
Objective: a statement of specific outcomes expected for a public, indicating
a way to more precisely conceptualize the goal.

Positioning. What do we want people to think about us? What position do we

seek with our publics?

Positioning: the process of managing how an organization distinguishes itself

with a unique meaning in the mind of its publics- that is, how it wants to be
seen and known by its publics, especially as distinct from its competitors.
Examples of positioning statements: the leader that sets industry standards;
the best value, reflecting low cost and high quality; the most economical; the
most expensive and most prestigious; the hospital preferred by women; the
family-friendly restaurant; the green brand
Ex. higher education: the large public university, the small church-affiliated
college, the high-priced two-year private school, the community college with
an open admissions policy.
Problems can occur when a distinction is not unique.
You can reposition yourself!
**dont confuse the PR concept of positioning w/ its use in marketing, where
the term refers to the competitive approach for a persuasive message. (we
refer less to the presentation of products/services and more to perception
how we want our org to be seen by the publics.

Positioning Ethics. Dont use it as a putdown for another organization.

Goals & the 3 Types of Goals:

Goal: what you want to accomplish. Its a short, simple statement rooted in
the organizations mission or vision. A goal acknowledges the issue and

sketches out how the organization hopes to see it settled. Its stated in
general terms and lacks measures (these will come later as objectives).
Reputation Management Goals: deal with the identity and perception of the
org.
o Ex: Improve the companys reputation within the industry; enhance
the hospitals prestige as the leading center for sports medicine;
reinforce the organizations image with potential donors or investors;
strengthen the agencys standing within the environmental movement.
Relationship Management Goals: focus on how the org connects with its
publics.
o Ex: promote better appreciation of the firm among potential clients;
enhance the relationship between the company and its customers;
maintain a favorable relationship amid social or organizational
changes.
Task Management Goals: are concerned with getting things done.
o Ex: increase public support for organizational goals; advance social
change on a particular issue; impact public behavior on matters
associated with the organizations mission; create a favorable climate
for our client among regulatory agencies; attract a sell-out crowd to a
fundraising concert.
Goals can be stated in negative terms- to reduce opposition or minimize
hostility, or to prevent a situation from developing into a public issue.

Objectives

Objective: a statement consistent with an organizations positioning and

emerging from the organizations goals. Its a clear and measurable
statement, written to point the war toward particular levels of awareness,
acceptance or action (they have a hierarchy). They also provide a
reference point for evaluation.
o (1) Awareness Objective- begins the process, increasing gradually.
Based on what we want people to know about our organization.
Deal with information/knowdege: attention, comprehension,
retention
Use when: transmitting purely functional information;
communicating noncontroversial issues; early stages of a comm
campaign; useful for publicity and public information models of
PR.
Ex: To have an effect on the awareness of senior citizens in Lake
County; specifically, to increase their understanding of the
advantages that Upstate Health Program offers senior patients
(60 percent of senior residents within 6 months).
o (2) Acceptance Objective- interest builds in stages and attitudes bloom
into an acceptable choice. Deals with what we want our publics to
think or feel about what they know.
Focus on how people react to info: interest, attitude
Ex: To have an effect on the acceptance of senior citizens in
Lake County; specifically, to increase their positive attitudes

toward membership in Upstate Health Program (30 percent

within six months).
o (3) Action Objective- verbal and physical actions are modified in steps.
This culmination of the persuasion process focuses on how we want
our publics to act, based on what they think or feel about what they
know.
Address a hoped-for response to information & feelings: opinion,
behavior
Ex: To have an effect on the action of senior citizens in Lake
County; specifically, to obtain an increase in their membership
in the Upstate Health Program (10 percent within 6 months, and
an additional 10 percent within a year).
Management Objectives: are the process by which effective and efficient
organizations plan their activities.
Elements of objectives:
1. Goal Rooted
2. Public focused (must be distinct)
3. Impact Oriented (they define the effect you hope to make on your
public, focusing on intended accomplishments rather than tools.)
4. Research Based
5. Explicit (specific and precise)
6. Measurable (defined and quantifiable)
7. Time Definite
8. Singular (focus on one desired response from one public)
9. Challenging (they should stretch the org a bit and inspire people to
action)
10.Attainable
11.Acceptable (they need the strength of consensus if theyre gonna be
useful!)

Each goal will have a full set of objectives. Cant jump from awareness directly to
action. Also, keep in mind as you go to more important objectives, the impact on
the public will decrease. (i.e. you might achieve 80% awareness, but only 40% will
accept the message favorably, and only 20% may act on it.)
When writing objectives, keep your language simple & use strong action verbs.
Cheat sheet:

Provide some
detail about
what youre
seeking
Indicate the desired
level of
achievement in
measurement terms
Indicate the
desired time
frame

STEP 5- Formulating Action and Response Strategies

Planners have many options for what their org can do and say on a particular issue:
either proactive or reactive.
Proactive Strategy: enables an organization to launch a communication program
under the conditions and according to the timelines that seem to best fit the
organizations interests. Two types: action and communication. They can be
effective because they are implemented according to the planning of the
organization, rather than by a need to respond to outside pressure and expectations
from the public.

Strategy 1: Action: tangible deeds undertaken by the organization in an effort

to achieve objects.
o Organizational performance; audience engagement; special events;
alliances and coalitions; sponsorships; strategic philanthropy; activism
Strategy 2: Communication:
o Publicity; Generating new newsworthy information; Transparent
communication

Organizational Performance

Performance of the organization: what it does, as compared to what it says.

This is the first and most important area to consider when weighing various
strat comm initiatives. Your organizations reputation is built on performance
rather than on mere words.
Adaptation: the willingness and ability of the organization to make changes
necessary to create harmony between itself and its key publics. Some orgs
use strat comm to convince their publics to conform to the offerings of the
org; or, sometimes, the organization will need to change.
o Ex. if a dental office wants to attract a professional clientele, they may
extend office hours to weekends and evenings to accommodate busy
executives.

Audience Engagement involves using strong two-way communication tactics and

engaging audiences and publics in your communication activities.

Audience Interest- communicate about the audiences relevant interests

rather than the needs of the message source or the sponsoring organization.
Salience of the Information: the degree to which information is perceived as

being applicable or useful to the audience. Use examples and application

that address a key question of your public: Whats in it for me?
Audience Participation- can be built on activities that bring individual
members of your publics into direct contact with the products and services of
your organization.
o Ex: police may give ride-along programs to give citizens a first look at
their communities from inside a patrol car.
Audience Feedback- create convenient ways your audience can respond to
your message and engage in dialogue. Use techniques such as toll-free
phone numbers, online surveys, question-and-answer sessions, interactive
websites and similar tools.

Proactive Strategy 1: Action:

Triggering Event: an activity that stimulates action among key publics.

Sometimes the triggering element is built into an event, such as election day
as the triggering event for a political campaign. (*In themselves, awareness
weeks dont cut it; theyre too mundane.)
o Ex: speeches that conclude with an invitation for the audience to sign
a petition.
o Note that some triggering events may be unplanned. Ex. the election
of the first openly gay bishop in 2005 served as a triggering event,
both positive and negative, for issues such as gay rights and church
unity. Often the events themselves are tragic, but in their tragedy
they focus attention on particular issues. Such is the case where the
death of a celebrity can focus attention on the illness or lifestyle that
caused the death.
Special Event: a staged activity (also called a pseudo-event) which is an
activity that develops or orchestrates to gain the attention and acceptance of
key publics. Special events should be legitimate (meaning theyre designed
primarily as a means of engaging publics and encouraging their interaction
with your organization, with the potential for media attention being
secondary. Effective special events should be creative.
o Examples: artistic programs, such as recitals and art shows;
competitions, such as sporting events and essay contests; community
events, such as parades, festivals and fairs; holiday celebrations for
civic, cultural, ethnic, religious and other occasions; observances, such
as anniversaries, b-days, special days or months; progress-oriented
activities, such as groundbreaking ceremonies, cornerstone
placements and grand openings.
o THE POLAR OPPOSITE of this is a publicity stunt, which is merely a
gimmick planned to gain publicity, having little value beyond that.
Sometimes they can provide a great photo op.
o To distinguish a legitimate special event from a publicity stunt, ask
yourself, even if the news media dont report this activity, will it still
be worthwhile? if you answer yes to this question, then its probably a
real special event.

Alliance and Coalition- when two or more organizations join together in a

common purpose, the combined energy offers a real opportunity for strategic
communication initiatives. Some alliances involve people.
o Alliance: tends to be an informal, loosely structured and perhaps small
working relationship among organizations.
o Coalition: a similar relationship that is a bit more formal and structured
than an alliance.
Sponsorship: involves either providing a program directly, or providing
financial personnel or other resources the program requires. Make sure
theres a logical link between the activity being sponsored and the purpose or
mission of your organization.
o Ex: Kleenex Moments focused on human emotions sponsored the
2004 Olympics.
Strategic Philanthropy: businesses fund or otherwise support community
relations gestures with an eye toward their employees and customers. Its
more than charity- its part of the wider approach to corporate social
responsibility in which organizations realize that their success depends in part
on the goodwill of the community and their perception as being a
contributing member of society. Principles include:
o Give more bang for the buck (provide something more valuable to
others than it is costly to you)
o Give what you already own (give something of value to others that you
already own, and thus costs nothing to give away)
o Maximize your investment (make the most of what you donate, in
terms of recognition)
Activism: a confrontational strategy focused mainly on persuasive
communication and the advocacy model of public relations. Activism
generally deals with causes or movements, such as social issues (crime,
capital punishment, abortion), environmental matters (pollution, nuclear
waste), political concerns, and so on.
o Civil Disobedience: a nonviolent and nonlegal but generally visual
undertaking often in support of social causes such as civil rights,
environmentalism, etc.
o Street Theatre (Guerrilla Theatre): refers to social and political protests
that take the form of dramatizations in public places.

Proactive Strategy 2: Communication:

Publicity: the attention given by the news media to an organization, person,

event, product or idea. The underlying value of publicity is it provides thirdparty endorsement for the organizations message. Audiences assume that
news they obtain from television, radio and newspapers is more believable
than information they obtain directly from the organization through websites,
advertising, etc.
o Gatekeepers: reporters, editors, news directors, bloggers and other
who control access to the media.

Generating News: some things just arent news worthy. You can (1) take the
information directly to the publics, or (2) generate newsworthy activity for an
organization.
1. Give award to draw attention to values and issues
2. Hold a contest to involve others in your values and issues
3. Select personnel to head a new program or begin a new project
4. Comment on a local need or problem
5. Conduct research and issue a report about a local need or problem
6. Launch a campaign to accomplish something
7. Give a speech to a significant audience and tell the media about it
8. Involve a celebrity to visit and/or address your organization on a topic
of concern to you
9. Tie into an issue already high on the public or media agenda, or likk
your organization to the top news of the day.
10.Localize a general report.
o News: information that offers the audience a new idea or the latest
development. Information that involves action, adventure, change,
conflict, consequence, contest, controversy, drama, effect, fame,
importance, interest, personality, prominence, proximity and dozens of
other attributes.
News Values: significance, local, balance, timely; unusualness,
fame
Transparent Communication: the notion that open and observable activity by
an organization helps publics understand the organization and support its
actions.

Media Theory and PR

Agenda Setting Theory: says the news media are not powerful enough to
force audiences to react in a certain way, but neither are they
inconsequential. Rather, the media raise issues that both they and their
audiences consider to be newsworthy. In simple terms, the news media tell
us what to think about, but they dont tell us what to think.
o Media Agenda: the issues the media chooses to cover.
o Public Agenda: when the news media legitimizes a story and raises it
as a topic that the citizenry or media audiences are interested in.
Priming Theory: the observation that the amount of time and space that the
media devote to an issue make an audience receptive and perhaps alert the
audience to particular themes.
Framing Theory: focuses on the presentation of the story and organizes
discourse about the topic. Explains how the media provide a perspective or
frame of reference that influences public discourse on a topic. Is there an
inherent good guy in the story? Whose side of the story gets top billing?

Reactive Strategy: responds to influences and opportunities from an

organizations environment. When accusations or other criticisms have been made,
or when an organization has been visited by difficulties- PR goes into reactive
mode.

Apologia: an explanation or formal defense that offers a compelling case for

an organizations opinions.
The Theory of Accounts: use of communication to manage relationships in the
wake of criticism.
Image Restoration: in the face of criticism, both people and organizations
seek to maintain or rebuild a positive reputation.

Reactive Strategy 1: Pre-emptive Action- action that is taken before the opposition
launches.

Prebuttle: when an organization releases bad news about itself. (The first
story becomes normative, and others are considered in light of the first
account.) Do this when the public will inevitably hear the accusation or bad
news.

Reactive Strategy 2: Offensive Response- based on the premise that the

organization is operating from a position of strength in the face of opposition.

Attack: claiming that an accusation of wrongdoing is an attempt to impugn

the organizations reputation by an accuser who is negligent or malicious.
Embarrassment: an org tries to lessen an opponents influence by using
shame or humiliation.
Shock: The deliberate agitation of the mind or emotions, particularly through
the use of surprise, disgust or some other strong and unexpected stimulus.
Threat: the promise that harm will come to the accuser or the purveyor of
bad news.

Reactive Strategy 3: Defensive Response- the organization reacting less

aggressively to criticism.

Denial: an organization tries not to accept blame, claiming that the reputed
problem doesnt exist or didnt occur, or if it did, that its not related to the
organization
o Mistaken Identity: You have us confused with someone else
o Blame Shifting: So-and-so did it
Excuse: an organization tries to minimize its responsibility for the harm or
wrongdoing.
o Provocation: We had not choice
o Lack of Control: the organization reports that its actions were forced
upon it.
o Accident: the organization suggests that factors beyond anyones
control led to a problem.
o Victimization: the organization shows that it was the target of criminals
or a casualty of mother nature.
o Association: the organization claims that it more or less inherited a
problem.
Justification: admits the organization did the deed, but did so for good reason.
o Good intention: softening the blow of bad results by claiming that it
was trying to accomplish something positive.

Context: An org asks their publics to look at it from our side.

Idealism: a type of justification based on an appeal to ethical, moral, or
spiritual values.
o Mitigation: admits the problem, but seeks to lessen blame because of
impairment, illness, coercion, lack of training, and so on.
Reversal: strategy in which an organization that finds itself under criticism
gains the upper hand.
o
o

Reactive Strategy 4: Diversionary Response- attempts to shift the gaze of the

publics from the problem associated with the organization.

Concession: an org tries to rebuild its relationship with its publics by giving
the public something it wants.
Ingratiation: essentially, the organization attempts to manage the negative
situation by charming its publics or tossing a bone, giving something of
relatively little significance to the organization in attempt to turn the spotlight
away from the accusations and criticisms.
Disassociation: attempts to distance an organization from the wrongdoing
associated with it.
Relabeling: tries to distance the organization from criticism- it involves
offering an agreeable name in replacement of a negative label that has been
applies by others.

Reactive Strategy 5: Vocal Commiseration- the organization expresses empathy and

understanding about the misfortune suffered by its publics.

Concern: the organization expresses that it is not indifferent to a problem

without admitting guilt.
Condolence: the org expresses grief over someones loss or misfortune, again
without admitting guilt.
Regret: admitting sorrow and remorse for a situation, a wish that an event
had not happened.
Apology: publicly accepting full responsibility and asking for forgiveness
o Nonapology: an insincere or halfhearted apology. It blames the victim
of the offense:
Im sorry that you took offense

Reactive Strategy 6: Rectifying Behavior- the organization does something to repair

the damage done to its publics.

Investigation: the organization promises to examine the situation and then to

act as the facts warrant.
Corrective Action: a stronger rectifying behavior which involves taking steps
to contain a problem, repair the damage and/or prevent its recurrence.
Restitution: involves making amends by compensating victims or restoring a
situation to its earlier condition.
Repentance: involves a change of heart and a change in action.

Reactive Strategy 7: Deliberate Inaction

Strategic Silence- can work when publics accept that an org is remaining
silent not out of guilt or embarrassment but because it is motivated by higher
intentions (i.e. compassion for victims, respect for privacy). Avoid saying
no comment.
Ambiguity: the refusal to be pinned down to a particular response- often this
involves dodging a question.
Strategic Inaction: making no statement and taking no overt action.

Weighing options

Streisand effect: the unintended consequence of fueling publicity by trying to

have something censored.

STEP 6- Developing the Message Strategy

The Information Model of communication focuses on the content and channels of
communication. Focuses on the sender and the reciever:
noise
Send
er

noise

noise

Receiv
er

The mathematical theory of communication is more a model for monologue,

and the cybernetic model of communication is a more circular design,
involving feedback from the receiver to influence the sender.

The Persuasion Model consciously attempts to influence people. Its not

propaganda! Focuses on the content of the message.
The Dialogue Model involves the deeply conscious interaction of two parties in
communication. It involves a sincere and competent attempt at mutual
understanding. Dialogue generates two management practices consensus
building and conflict resolution. Focuses on the relationship between the parties in
the communication process.
Cognitive Dissonance Theory: the more people experience the psychological
discomfort of having contradictory attitudes or beliefs, the more likely they will
reduce the discomfort, usually by changing one of their attitudes or beliefs.
Inocualtion Theory: suggests that unchallenged beliefs and attitudes can be swayed
with persuasive information, while attitudes that have been tested are more
resistant to change.
Social Judgement Theory: individuals accept or reject messages to the extent that
they perceive the messages as corresponding to their internal anchors (attitudes
and beliefs) and as being ego-involved (affecting the persons self-concept).
Rhetorical tradition

Rhetoric: the art of using words effectively in speaking and writing for the
purpose of influencing, persuading or entertaining. (Basically persuasive
communication.)
Ethos: credibility, charisma, control of the speaker. (Including expertise,
competence, status, honesty; likability, attractiveness, familiarity, similarity;
power authority, scrutiny)
o The Halo Effect: they can do no wrong in the eyes of their
supporters. Ex: Bill Clinton
o The Horns Effect: Basically everything they do is wrong.
o Celebrity Spokespeople, Company Spokespeople
Logos: appealing to reason.
o Proposition/Claim: the primary idea in a speech, editorial,
advertisement, TV program or any other communication vehicle. Only
one proposition should be used at a time.
1. Factual Proposition: states that something exists based on
provable evidence.
2. Conjecture proposition: states that something probably exists,
based on reasoned conclusion drawn from physical evidence.
3. Value Proposition: identifies the virtue of something, such as
merits of healthcare reform.
4. Policy Proposition: identifies a course of action and encourages
its adoption. Ex: advocacy for changing the legal drinking age or
for beginning a school dress code.
o Types of Verbal Evidence: analogy, comparison, example, statistics,
testimonial & endorsement
o Visual supporting evidence: photos, charts, graphs, diagrams.
o Errors of logic:
1. Unwarranted conclusion: a deduction not supported by evidence
2. False assumption: a conclusion that the audience may not
accept
Pathos: emotional appeal (love appeal, virtue appeal, humor appeal)
o Humor is useful in reinforcing existing attitudes and behaviors, but its
generally not effective in changing them. Humor can make a speaker
more liked by the audience, but seldom makes the speaker seem more
credible. Humor gets old fast too.
o Sex appeal- can be effective in commanding attention, though
audience demographics affect how attention is received.
o Negative emotional appeals: fear appeal, guilt

Message structure of arguments could be one-sided or two-sided.

One sided arguments present the organizations or speakers point of view,

but not opposing points of view. Its good in reinforcing opinions, but theyre
less effective in changing opinions.
Two-sided arguments present both the pros and the cons of an issue, though
not necessarily objectively. They usually criticize the oppositions position.

The order of presentationin two sided arguments, sandwich the info because of
the power of the first word and the power of the last word.
Message content: clarity, salience (USP), power words/grabbers.

Libel: written or broadcast defamation

Slander: spoken defamation

Visual communication is important and includes symbols, logos, music, language,

clothing, color, setting.
The language of branding

Branding: the creation of a clear and consistent message for an organization.

Slogan/verbal logo: succinct catchphrase in a communication program.
Tagline: used in reference to slogans used for public relations and other
promotional promises.

Phase Three TACTICS

Integrated Communication: the blending of the instruments of both PR and
marketing communication.

STEP 7- Selecting Communication Tactics

Tactics: the visible elements of a public relations or marketing communication plan.
Organizational control (org controls the content, timing, packaging and audience
access of its messages)

Controlled Media allow the organization to determine various attributes of the

messagecontent, timing, presentation, packaging, tone, distribution. (Ex:
newsletters, brochures, corporate videos, websites)
Uncontrolled Media are those in which some unrelated to the org (media
gatekeeper) determines those message attributes. (Ex: news conferences
and interviews)

Organizational tie

Internal Media exist within the org

External Media exist outside the organization. May be controlled (advertising
media) or uncontrolled (news media). (Ex: billboards, newspapers and tv
news broadcasts)

Audience size: Mass media vs. targeted media

Audience type: Popular media (fashion, relationship, hobbies, news) vs. trade media
(professional or business purposes.
Audience Interaction: one-way media vs. interactive media
Media ownership: public media (accessible to everyone) vs. nonpublic media (more
restricted in coverage & availability).
Media Production: print (newspapers), electronic (TV, radio), digital (email, websites,
mobile)
Communication Tactics:

Interpersonal communication
Organizational media
News media
Advertising and promotional media

Advertising and Promotional

Media
News
Media
Organizational Media

Interpersonal
Communication
Interpersonal Communication Tactics. Can work with internal or external publics.
They have the potential to make a strong impact. Particularly useful in achieving
acceptance objectives- not only effect what they know, but especially on how they
feel about that information. Generally involve information-seeking publics (people
who have gone somewhat out of their way to interact with the organization). The
downside is that they only reach a small number of people.

Personal involvement (Ex: organizational-site involvement, audience-site

involvement)
Information Exchange (Ex: educational gathering, product exhibition,
meeting, demonstration, speech)
Special Events (civic event, sporting event, contest, holiday event, progressoriented event, historic commemoration, social event, artistic event,
fundraising event, publicity event)

Organizational Media Tactics. Select these when your publics are too widespread or
large to interact with on a more personal level, but when you yet want to keep
control of the content of your organizations message as well as its timing and
distribution. Dont use when your audience is too small or if you need higher
credibility. Theyre likely to be used by information seeking publics.

General Publications (Ex: serial publication, stand-alone publication, progress

report, user kit, research report, misc. print media)
Direct Mail (Ex: memo, letter, postcard, invitation, catalog)
Electronic Media (ex: audio media, video media, digital media, electronic
publishing)
Social Media (Ex: wiki, blog, social networking)

News Media Tactics. They generally reach large audiences, thus they further an
organizations pursuit of awareness objectives. Publicity generated through these
media is free. The news media are considered uncontrolled media; therefore, they
can add credibility to an organizations messagethe power of third party
endorsement.

Direct News material (Ex: news fact sheet, event listing, interview notes,
news release, future release, actuality, audio news release, video B-roll, video
news release, social media release, media kit.)
Indirect News Material (Ex: media advisor, story idea memo, query letter)
Opinion Material (Ex: position statement, letter to the editor, quest editorial)
Interactive News Opportunities (news interview, news conference, studio
interview, satellite media tour, editorial conference)
Other publications: newspapers, magazines, radio, television

Advertising and Promotional Media Tactics. A form of controlled media that provides
another opportunity for the organization to oversee all the details of its messages
and reach vast audiences. However, its the least persuasive and people usually
stumble upon it rather than seek it out. Its also the most expensive.

Print Advertising Media (magazine advertising, print advertising, directory

advertising, house advertising)
Electronic Media Advertising (television commercial, cable TV advertising,
radio commercial, digital media advertising)
Out-of-Home Advertising (outdoor poster, arena poster, signage, out of-home
video, transit advertising, aerial advertising, inflatable)
Promotional items (clothing, costume, office accessory, home accessory)

STEP 8- Implementing the Strategic Plan

Consider how your various tactics can be woven together. Think creatively- whats
the best way to present your plan? You can package by media category, public,
department, or goal.
The Campaign Plan Book is the formal written presentation of your research findings
and program recommendations for strategy, tactics and evaluation.
1. Title Page
2. Executive Summary
3. Table of Contents
4. Statement of Principles (optional)
5. Situation Analysis
6. Strategic Approach
7. Tactical Program
8. Schedule
9. Budget
10.Evaluation Plan
11.Consultant Credentials & Resources (optional)

If you choose not to use something that might be an obvious tactic, its important to
offer your reasoning in your plan.
Note for each tactic the specific public, goal and objective to which its linked.
Repetition increases awareness and leads to greater acceptance. Research has
been done on both message frequency (the number and pattern of messages
presented to a particular public in a given period of time) and message reach (the
number of different people who are exposed to a single message). Patterns of
message repetition:

Continuity: presents a message at a consistent level throughout a particular

period of time. Its expensive to use a continuous approach with enough
intensity to generate an effective reach and frequency.
Flighting (Bursting): the presentation of messages in waves, with periods of
intense communication interspersed with dark periods of community
inactivity. Its useful when organizational activity falls into predictable and
discrete periods.
Pulsing: a combination of the two approaches with a continuous base
augmented by intermittent bursts of communication activity.
Massing: the bunching of various presentations of a message into a short
period of time.

Create a timeline of tactics. Its easiest to work backwards.

Grantt Chart: lists each tactic and the various associated tasks, then indicates
the time needed for each task.
Pert Chart: (Program Evaluation and Review Technique) generally includes
dates and assignment to particular individuals, though they lack the
calendaring aspect of the Grantt chart. Lists tasks within circles or boxes,
with arrows indicating how one task flows into another.

Budget items: personnel, material, media cost, equipment and facilities,

administrative items.
How companies budget:

Competitive Parity: bases an organizations budget for various activities on

the level of similar activity by major competitors. (Drawback is that you have
to guess how much your competitor is spending, and much of it may not be
apparent. Also, two companies may have significantly different situations,
such as financial resources or reputations, etc.)
Same-as-before Budgeting: looks at how much the organization spent on a
similar recent project and allows the same budget for this project. (It
presumes that the first project was successful and deserves to be imitated.)
Percentage-of-sales Budgeting: drawn from the field of marketing where some
companies base their advertising budget on the previous years profits.
(Could be bad because if theyre not doing well, they will have too low a
marketing budget to pick themselves back up onto their feet.)

Unit-of-sales Budgeting: similar to percentage-of-sales, but is based on prior

outcomes instead of dollars.
All-you-can-afford Budgeting: works better in good times than in bad. Its not
a good approach, its the way too many organizations approach public
relations, as an optional luxury that can be dispensed when money is tight.
Actually, the hard times is when PR is most needed.
Cost-Benefit-Analysis: identifies the cost of implementing a tactic, then
compares this cost to the estimated value of the expected results. Ideally,
the cost will be significantly less than the probable benefit.
What-if-Not-Funded Analysis: forces the planner to consider expected
outcomes.
Stage-of Life-Cycle Budgeting: looks closely at the phase of development of
the issue, knowing that start-up programs generally require more financial
resources than maintenance programs.
Zero-Based Budgeting: rooted in current needs rather than past expenditures.
Various tactics are ranked according to their importance. The cumulative
cost of each tactic is then calculated. The cut-off line of the predetermined
budget indicated in effect when the client has run out of money and therefore
must reject the remaining tactics. Not really an effective method for PR
planning!
Objective-Based Budgeting: by focusing on objectives, this approach deals
with already identified needs and goals. The underlying premise is that the
org will provide the necessary resources to achieve its objectives, which have
already been approved by organizational decision makers.

Budget Tips: you could offer low-end and high-end options. Dont go below the
budget significantly! Could be helpful to include actual values in budget along
with costs.

Phase Four Evaluative Research