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It’s useful to make
point here that public relations problems are nearly always defined by what people think about facts, as opposed to actual truth of matter. And, in this example, it’s clear that negative trade and consumer perceptions about company’s products, however inaccurate they may be, really do account for decline in showroom traffic and sales, and must be confronted.
So now, we establish public relations goal. Namely, begin process of changing public perception of company’s furniture quality from negative to positive, which will lead to consumer behavioral changes, in turn attracting furniture buyers to company showrooms once again.
Now, and within overall public relations goal, we set down our perception and behavior modification objectives. They will be measured in terms of customers returning to showrooms, along with increasing sales, in first three to six months following program’s kickoff, which obviously will require considerable communications firepower to achieve. Once negative perceptions are truly understood, such a progress marker can be set down, and agreed upon, establishing degree of behavioral change that can be expected.
Now 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 on quality of company’s furniture, so public relations strategy will be to begin process of changing that opinion from negative to positive.
At this point, we identify key audiences. Public relations counsel and staff start with a priority-ranking of those audiences with a clear interest in organization, often referred to as “stakeholders” or “publics.” In this case, at top of list is furniture-buying public – customers and prospects – as well as trade and business communities, employees, local thought-leaders and media in company’s retail outlet locations, and a number of other possible stakeholder groups.
Here, we begin preparation of what we hope will be persuasive messages for communication to our target audiences. Bringing those important target audiences around to one’s way of thinking depends heavily on quality of messages we prepare.
It’s a challenge. The messages must disarm rumors circulating in furniture community with clear evidence of excellent design and construction quality, and seconded by credible third-party endorsements such as satisfied customers and top design consultants. They will impart a sense of credibility to company’s statements.
Regular assessments of how opinion is currently running among target groups must be performed, constantly tweaking message and, finally, action-producing incentives for individuals to take desired actions must be identified and built into each message.
Those incentives might include very strength of company’s forthright position on quality issue as well as high-credibility endorsement, or plans for expansion that hold promise of more jobs and taxes, or sponsorship of a new furniture cable TV design show.
So, how will target audiences in various company locations actually be reached? Among a wide variety of available communications tactics, choices include 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 promotional contests.
Newsmaker special events are especially effective in reaching target audiences with message. They are newsworthy by definition and include activities such as financial roadshows, awards ceremonies, trade conventions, celebrity appearances and open houses.
Now, effort can be accelerated, even amplified by carefully selecting most efficient GROUPS of tactics such as Internet communications, key podium presentations, top-level personal contacts or print or broadcast media. When these tools are used to communicate with each target audience, we want them to hit home!
Equally important to success of action program will be selection and perceived credibility of actual spokespeople who deliver messages. To achieve effective media coverage, they must speak with authority and conviction.
Now, it’s time 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, include local market opinion polling.
At last, indicators that messages are moving opinion in your direction will start appearing. 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.
What is happening, is that action program is beginning to gain and hold kind of public understanding and acceptance that will lead to desired shift in public behavior. Executed correctly – especially against reality of plunging sales – we really ARE talking about nothing less than organization’s survival.
And end-game? When changes in behaviors become truly apparent through increased showroom traffic, media reports, thought-leader comment, employee and community chatter and a variety of other feedback – in other words, clearly meeting original behavior modification goal – public relations program can be deemed a success.
In end, a sound strategy combined with effective tactics leads directly to bottom line – altered perceptions, modified behaviors, a happy CEO and a public relations home run.
Thank you for listening today. I hope these remarks contain a nugget or two that assist you in better understanding function of public relations in your organization. Especially how it can strengthen relationships with those important groups of people – those target audiences, those “publics” – whose perceptions and behaviors can help or hinder achievement of your business objectives.
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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
