Then, through industry and community contacts as well as opinion sampling, we determine level of individual concern, i.e., degree of awareness, personal feeling and emotion about allegations and where they are strongest among organization’s key audiences.

Now, we establish public relations goal. Namely, to change public perception of negative allegations from negative to positive.

Within that overall public relations goal, we set down our perception and behavior modification objectives which obviously will require considerable communications firepower to achieve. However, once negative perceptions are truly understood, such a progress marker can be set down, and agreed upon, thus establishing degree of behavioral change that can be expected.

Here, we determine public relations strategy. We only have three choices: CREATE opinion where none exists, CHANGE existing opinion, or REINFORCE that existing opinion. In this case, it is clear that considerable existing opinion has turned negative so public relations strategy will be to begin process of changing that opinion – not creating or reinforcing it -- from negative to positive.

At this point, we begin preparation of what we hope will be persuasive messages for communication to our target audiences. Bringing those important audiences around to one’s way of thinking depends heavily on quality of messages we prepare.

At least, messages must disarm rumors and correct misstatements and inaccuracies thus providing a credible basis upon which individuals may alter their perceptions. Of course, pretesting a message for effectiveness with focus groups is always recommended.

With this homework completed, “communications weaponry” (how do we project our carefully prepared messages to our key audiences?) must be brought to bear.

Among examples of wide variety of communications tactics available to us are face-to-face meetings, Internet ezines and email, hand-placed newspaper and magazine feature articles and broadcast appearances, special consumer briefings, news releases, announcement luncheons, onsite media interviews, facility tours, brochures and even promotional contests.

Especially effective in reaching target audiences with message are newsmaker special events. They are newsworthy by definition and include activities such as financial roadshows, awards ceremonies, trade conventions, celebrity appearances and open houses.

The publicity, or communications effort can then be accelerated, insuring that GROUPS of tactics most likely to efficiently reach our target audiences are chosen. Here we refer to major tactical activities such as key Internet communications, important podium presentations, top-level personal contacts as well as prime-rated print and broadcast media interviews. Because when such tools are used to communicate with each target audience, we want them to hit home!

Here, I want to monitor progress and look for signs of improvement. Public relations counsel and staff must speak regularly with members of each target audience, monitor print and broadcast media for evidence of company’s messages or viewpoints, and interact with key customers, prospects and influentials. And, if resources allow, local market opinion polling should be included.

Finally, indicators that messages are clearly moving opinion in your direction will start showing up. Indicators like comments in community business meetings, mentions in research analyst’s reports, local newspaper editorials, e-mails from members of target audiences as well as public references by political figures and local celebrities.

And that means we are approaching end-game. When changes in behaviors become really obvious through increased sales, print and broadcast reports, community-leader comment, employee and community chatter and a variety of other feedback – in other words, clearly meeting original behavior modification goal – two things have occurred. One, public relations program is a success and, two, by achieving behavioral goal you set at beginning, you are using a virtually perfect public relations performance measurement.

The missing ingredient? Affordable public opinion research.

end

Bob Kelly, public relations consultant, was director of public relations for Pepsi-Cola Co.; AGM-Public Relations, Texaco Inc.; VP-Public Relations, Olin Corp.; VP-Public Relations, 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

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