Chapter 5 2010Post

Chapter 5 2010Post - Planning


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Unformatted text preview: Planning
 
Planning
is
for
the
purpose
of
making
 something
happen
or
preven7ng
it
from
 happening,
for
the
purpose
of
exploi7ng
a
 situa7on
or
remedying
one.
 Management
 Chapter
5
 Planning
for
Public
Rela7ons
 Why
Do
We
Plan?
 •  •  •  •  •  To
keep
ac7ons
in
line
with
our
mission
 To
help
control
our
des7ny
 To
beDer
understand
our
focus
and
research
 To
help
achieve
consensus
 To
allow
effec7ve
management
of
resources
 Management
Process
 1.  
 Defining
the
problem
(Research)
 2.  
 Programming
(Ac7on/Planning)
 3.  
 Ac7on
(Communica7on)
 4.  
 Evalua7on
(Evalua7on)
 Strategic
Planning
 Six
Levels
 Mission Statement Problem Statement Goal Objective Strategy •  •  •  •  •  •  Mission
Statement
–
nature
of
business
 Problem
Statement
–
opportunity?
 Goals
–
represents
the
direc7on
 Objec7ves
–
represents
the
des7na7on
 Strategies
–
how
we
plan
to
get
there
 Tac7cs
–
specific
ac7vi7es
 Tactic 1 Mission
Statement
 Planning
Pyramid
 Tactics Strategies Objectives •  •  •  •  Mission
Statement
 Statement
of
Values
 Purpose
Statement
 Vision
Statement
 Goals Opportunity/Problem Statement Mission Statement Mission
Statement
 •  Is
the
statement
of
philosophy
and
purpose
 for
an
organiza7on
 –  Jus7fica7on
for
existence
 –  Iden7fies
the
products
and
services
provided
 –  Types
of
rela7onships
to
cul7vate
 –  Provides
guidelines
for
all
planning
 –  Founda7onal
document
for
all
its
opera7ons
 Mission
Statement
 •  Iden7fies
the
ul7mate
objec7ve
of
the
 organiza7on
 •  Can
also
contain
statements
of:
 –  Purpose
 –  Strategy
 –  Values
 –  Behavioral
standards
 –  Guiding
principles
 Mission
Statement
 Problem/Opportunity
Statement
 •  A
mission
statement
reflects
the
personality
of
 the
organiza7on
and
dis7nguishes
it
from
 other
organiza7ons
with
similar
interests.
 •  Summarizes
the
key
elements
of
the
issue
and
 how
it
relates
to
the
organiza7on’s
ability
to
 fulfill
its
mission
 –  What
is
the
problem?
 –  Where
is
the
problem
occurring?
 –  When
did
this
become
a
problem?
 –  How
did
this
become
a
problem?
 –  For
whom
is
it
a
problem?
 –  Why
is
this
a
problem?
 2 Goals
 
A
conceptual
direc7onal
statement,
rooted
in
 the
organiza7on’s
mission
acknowledging
the
 issue
and
sketches
how
the
organiza7on
 hopes
to
see
it
seDled
 –  Should
focus
on
one
outcome
 –  Should
reflect
an
effect
not
ac7on
 –  Should
iden7fy
whom
it
will
change
 Objec>ves
 •  A
measurable
outcome
that
represents
the
 achievement
of
a
goal
–
sta7ng
not
what
the
 campaign
will
do
but
rather
what
a
campaign
 will
accomplish

 –  WriDen
with
“To”
plus
an
ac7ve
verb
 –  Focus
on
a
single
specific
outcome
 –  Iden7fy
the
relevant
public
 –  Amount
of
change
expected
 Strategies
 
A
statement
of
the
communica7on
themes
or
 vehicles
that
will
be
used
to
accomplish
a
 specific
objec7ve
 Business
Goal
Statement
 •  •  •  •  •  Increasing
share
price
 Increasing
sales
 Increasing
market
share
 Increasing
produc7vity
 Reducing
employee
turnover
 Objec>ves

 •  To
increase
the
fund
by
40%
to
a
total
of
$84
 million
during
the
enrollment
period
 •  To
generate
500
new
calls
to
the
800
number
 •  To
increase
statewide
awareness
of
the
fund
 to
more
than
50%
 Tac>cs
 •  The
tasks
that
must
be
accomplished
to
 achieve
a
stated
objec7ve,
the
specifics
of
a
 plan
and
are
essen7ally
job
assignments
 –  The
task,
the
tools
of
public
rela7ons
 –  Responsible
par7es
for
comple7ng
the
task
 –  Deadline
for
comple7ng
the
task
 3 Tradi>onal
Public
Rela>ons
Tac>cs
 •  •  •  •  •  •  •  •  News
releases
 Media
kits
 Fact
sheets
 Backgrounders
 LeDers
to
the
editor
 Speeches
 Interviews
 Financial
reports
 •  •  •  •  •  •  •  •  News
conferences
 Mee7ngs
 NewsleDers
 Intranets
 Web
sites
 Special
events
 Tours
 Trade
magazines
 The
key
to
planning
is
to
keep
your
plan:
 •  Simple
 •  Understandable
 •  Doable
 •  Measurable
 4 ...
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This note was uploaded on 06/13/2011 for the course JOUR 328 taught by Professor Klipstine during the Fall '10 term at South Carolina.

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