Once you collect these data, you’re ready to establish your public relations goal. For example, torpedo those false assumptions, turn those misconceptions around, or correct that unfortunate inaccuracy.

The goal by itself is not much use without a strategy to show you how to reach it. As luck would have it, there are just three strategies available in perception and opinion game: create perception/opinion where there simply isn’t any, change existing perception, or reinforce it. Makes things simple, but be sure strategy you select is an obvious fit with your new goal.

The meat on this bone is actual message you will prepare should perceptions you discovered require some alteration. This is not a simple writing job and very best writing talent on your PR team will be required. The message must be both persuasive AND compelling. It must be very clear as to what is being corrected and why. Factual support, of course, must be above challenge if your message is to be believable as it works to alter perception in your direction.

And now to easy part of this public relations problem solving sequence – getting that message to right eyes and ears among members of your target audience. The main limiting factor will be size of your budget since there are dozens of communications tactics available to carry that message. They range from emails, speeches and private meetings to newsletters, media interviews, brochures and group briefings. Just be sure tactics you decide to go with demonstrate that they can reach same kind of folks that populate your target audience.

You’ll be best equipped to answer queries about program progress after you and your PR team again interact with those target audience members asking same questions used in initial perception monitoring session. Big difference in two sessions? This time, all hands will be alert to any signs that negative perception has actually been altered.

Want things to move faster? Add more communications tactics, increase their frequencies and take another look at your message to be certain it's really persuasive and compelling.

The good news is, when managers play PR card, they concentrate on persuading their most important external stakeholders to their way of thinking. And then moving those target audience members to take actions that lead to managers on-the-job success.

end

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

To handle this, we need to get a more objective evaluation of worth of our product or service. First, we must come to terms with our own worth, through our own inner work with or without help of friends, therapists, etc. Then we need to do market research. We must know what competitors are charging. This doesn’t mean we charge what they charge, but we need to think through reasons to charge less, same or more. Any of these may be effective and profitable, depending on our business.

Equity & social justice

Another reason we might underprice is that we want to have our service and products available to a wide spectrum of people, not just those with higher incomes. This comes from valuable ideals of social justice. Instead of lowering our prices across board, perhaps to point of inadequate profits, we can offer unadvertised discounts or sliding scale prices, when appropriate. Another approach is, in our marketing materials, to invite prospective customers to inquire about opportunities for low-income people. If we offer too much at low prices or pro bono, we may end up out of business. Then we can’t help anyone!

Sell on value, not price

The key benefit of our product or service should not be having a low price or lowest price. This turns our product or service into a commodity (as in Vlasic pickle story), which is something to be avoided at all costs, no pun intended. We will do best to sell on value. Lowering our prices may result in competitors lowering theirs, so we gain nothing and actually lose. As Bill Caskey wrote in Same Game, New Rules, “The real question is not "what's price?" although that is what prospect asks. It's really, 'Is there value in changing from my current situation without this product?' ”

Cash flow

Sometimes we need cash quick, and lowering prices can accomplish that. However for long-term profitability, we may need a higher price. Remember, our product or service helps people solve their problems. The good news is that there are plenty of problems to be solved. So if some potential customers find our prices too high and we have fully explained value they’ll receive, we can let them go, knowing there are plenty who will see value and buy from us. Changing our pricing may not be solution, but rather developing our communication skills.

Raising prices

It’s same with raising prices. We may gain customers. However competitors may raise theirs, too, and keep their existing customers. If we raise prices and sales decline, it’s not automatically a bad thing. We need to examine our net profits. If our profits are same or higher, we’re okay. Also, if sales decline, we should see if there has been an overall market decline, rather than a decline in our market share.

In summary, analyze pros and cons that affect various pricing options you have. If you have extensive industry knowledge, trust your intuition on pricing. Review your pricing frequently, but don’t change it frequently. It’s good to experiment in beginning, but after start-up phase, change your pricing only if there is some fundamental change in your product, service or market. Do your homework, experiment scientifically, and don’t get yourself into a pickle!