But, when you think of a case study, think of it as a more elaborate and more logically constructed story. And, it's usually a real-life story. To illustrate idea further, let's go through steps involved in creating one.

Your case study starts by identifying a person and an organization, along with relevant information that provides context to issue addressed in case.

It also introduces decision or dilemma. In many cases, writer sets out two or more possible options. One of those options may be to do nothing, to maintain status quo. Another option may demand significant changes, and yet a third option would require more modest changes. However you set options, they should offer distinct choices to reader. Don't allow a muddling-through solution that involves easy compromises.

Now that you've set out choices, provide basic facts and opinions reader will need to make a logical choice. Like writer of a mystery novel, you need to provide all critical information without giving away solution. And like a mystery writer, you may introduce a few false trails.

As you develop case study, keep in mind that you're trying to convey that person or company in case had to make a difficult decision. And more reader feels that difficulty, more effective case.

Finally, provide an outcome if possible. Let reader know which option person or company chose, and how that decision worked out. After all, you've been telling a story, and your audience will want to know how it ended. Ideally, you would not give reader access to outcome until after he or she makes that decision.

In summary, you can make your point more powerfully by creating a case study, a specially constructed story that puts reader or listener in shoes of a decision maker.

The trick is to do something about such negativity before it morphs into injurious behavior. Which means you now pick specific perception to be altered. Not surprisingly, that becomes your public relations goal.

Now, reality is that a PR goal without a strategy to show you how to get there is like a meatball without a cheesy center. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here is to insure that goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right, suggesting a “reinforce” strategy.

Good writing required here. Somebody has to prepare a really compelling message carefully designed to alter your key target audience’s perception, as required by your public relations goal.

Be careful here. Combine your corrective message with another newsworthy announcement of a new product, service or employee, which may lend credibility by not giving too much emphasis to correction.

As you might suspect, message also must have several values. For example, clarity. Also, your facts must be truthful and your position on inaccuracy must be persuasive, logically explained and believable if it is to hold attention of members of that target audience, and actually move perception your way.

Now things get more relaxing. Namely, choosing actual tactics you will use to carry your persuasive new thoughts to attention of that external audience.

And there is no shortage of such tactics. For instance, radio and newspaper interviews, personal contacts, newsletters, letters-to-the-editor, brochures, press releases and speeches. Or, you might settle on group briefings, special events or facility tours, always making sure those tactics you select have a record of reaching same audiences as those that make up your target stakeholders.

Sorry, but you will be queried about progress and will have to once again monitor perceptions among your target audience members. And with a line of questioning similar to that used during your earlier monitoring session. The difference now is that you must stay on lookout for indications that audience perceptions are beginning to move in your direction.

But this is our lucky day. We can always expedite matters and speed up process by employing additional communications tactics, AND by increasing their frequencies.

My experience has been that business, non-profit and association managers survive very nicely, thank you, when they sharpen their focus on very groups of outside people who play a major role in just how successful a manager they will be – their key external stakeholders.

end

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com

Bob Kelly counsels, writes and speaks to managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com