An organization’s public image is currently under more scrutiny than ever before. As some have found to their cost, a good reputation built over many years can be erased with a single Tweet.
Companies need to know how to use the media and ensure they have mechanisms in place to respond to a crisis.
A PR strategy is not just about ensuring the organization gets its share of column inches in the press every month.
To be truly strategic, PR must link to the company’s wider business goals and aspirations, and be robust enough to cope with the challenges of social as well as professional media.
A PR strategy needs to be thoroughly considered and meticulously planned, and whether you assign a PR consultancy or have an in-house PR or communications team, the plan must be owned by senior management.
01: Mission and vision
Senior management and the executive board must decide who will implement and execute the strategy and whether it will be conducted in-house or via an external consultancy or agency.
Whichever route you take, the PR practitioners appointed need to work closely with senior management and be party to discussions regarding company strategy and significant decisions, says Jon White, fellow of the Chartered Institute of Public Relations, who runs the professional body’s Planning and Managing PR Campaigns workshop.
Whichever route you take, the PR practitioners appointed need to work closely with senior management and be party to discussions regarding company strategy and significant decisions, says Jon White, fellow of the Chartered Institute of Public Relations, who runs the professional body’s Planning and Managing PR Campaigns workshop.
The next step is to ensure that those who will implement the strategy fully understand the organization’s business objectives.
If using an external provider, be extremely vigilant when it comes to ensuring the agency is conversant with all aspects of the organization, how you operate, your culture and values.
02: Anatomy of the strategy
The PR practitioners will devise the component parts of the PR strategy, which Professor Gregory says typically will involve analyzing the current situation (which also sets a benchmark for success) and setting realistic PR objectives that align with those of the business.
The key is ensuring the practitioner is “absolutely tuned in” to what is happening externally and internally and being able to interpret this.
“It is helpful to plan in a number of potential approaches, allowing for the reactions of the groups regarded as most important by the organization.”
03: Align what you think, say and do
An organization can have the best PR strategy ever created, but if its conduct doesn’t match, it will not only fail but could seriously damage organizational reputation.
It is still not fully appreciated that corporate spin can now be seen through in a moment.
04: Embrace social media
Channels of communication such as Facebook and Twitter mean that businesses and their bosses can be held accountable before an audience of millions.
The PR strategy must have robust mechanisms in place to deal with any negative PR deriving from social media, but it must also find ways to maximise these new important channels.
Developing relationships has always been a fundamental aspect of PR,
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