In today's class we focused on how to segment stakeholder audiences. Stakeholder audiences include employees, customers, shareholders, suppliers, members, local community, decision makers and key opinion formers. Public Relations practitoners speak directly to these audiences through various forms of media. Ralph Tench and Liz Yeomans in Exploring Public Relations say that the planning and conduct of public relations depends on our understanding of the nature of these audiences.1
In class i was a bit confused about the difference between stakeholders and publics. I thought that stakeholders could be put into the same category as publics. However, after reading the book Exploring Public Relations, it allowed to get a better understanding of the difference. The book explains that stakeholders are "those who have a stake or interest in a particular organization, i.e. they depend on the organization to fulfil their own goals." pg.241. However, the word publics and stakeholders can be used interchangeably. Stakeholders are potential publics because they can be stakeholders who have an issue or problem with the organization. Grunig and Hunt's situational theory sees "stakeholders developing into publics when they recognize that an issue or problem affecting them exists and they see it as worth thier while getting involved with the issue or problem." pg.243
Grunig and Hunt segment publics in the following categories:
Latent publics: those that face a particluar problem as a result of an organizations actions, but don't recognize it
Aware publics: those that recognize that a problem exists
Active publics: those that organise to discuss and do something about the problem
This theory of publics is used as a tool to manage the impact these publics will have on your organization.
I learned particularly how important all audiences can potentially improve the reputation of a business. They are also important to public relations because practitioners need to know their audiences and the best way to reach out to them. You cannot successfully deliver a campaign unless you know the people you will affect.
Michaela showed us nine ways in which to segment audiences. Those include:
1. Demographics
2. Psychographics
3. Geographics
4. Organizational membership
5. Covert power
6. Role in decision making
7. Influencers
8. Opinion formers
9. Decision makers
I think this form of segmenting will is effective in planning out who to target in campaigns. It can serve as a formula to better understanding who your audiences are and what type of power they have.
Sources:
1. Ralph Tench and Liz Yeomans. Exploring Public Relations. (Prentice Hall:2006) pg 235
Tuesday, 11 March 2008
Feb.6th Can PR Ever Be Ethical
Today’s discussion focused on ethics in public relations. Through a series of exercises, we analyzed PR cases which questioned the ethics of PR practitioners. A difficult conflict of interest that was discussed was the morals of the practitioner. Is the practitioner’s sole obligation to the company and its reputation if the publics interests is at stake? In my opinion, it is the responsibility of a good PR practitioner to balance both. Practitioners need to hold the publics interest in high regard while representing a company as best as possible.
The most memorable exercise in class involved reviewing a case in which a director of an international company used the phrase “nigger in a woodpile” in the public sphere while representing the company. The class was posed with the responsibility of coming up with reasons as to why he should or should not be fired. There were a few students in the class who believed that the Director should be fired for being so irresponsible as to use such a phrase in public while representing the company. They saw him as a potential risk to the company’s values and reputation. The arguments against him being fired where that if he made an honest mistake and didn’t mean for the comment to be taken offensively then he should be reprimanded, not fired.
Although his comments have racially insensitive roots, the director probably did not mean the comment to be taken offensively because maybe it is a popular saying where he is from. But I also believe that as a director of a company, you set an example for the employees and represent the overall values of the company. Therefore, he should not have made those statements. However, I am still undecided as to whether or not he should have been fired. Often times when something like that happens within an organization, the offender will issue a public apology and maybe be required to some sort of cultural communication or sensitivity classes. However, I believe that it is under the discretion of the CEO to determine the punishment of the offender. If the director were to stay in his position it would send out a message to the public and employees that this type of behavior will be tolerated. This will not do anything positive for the company’s reputation. Therefore, keeping the director would run a potential risk to the company.
This class reminded me of the essay for the PR codes that we wrote last semester. I believe that PR can be ethical, but it depends on the practitioners. A profession cannot be ethical if ethical people are not working. Therefore, it is important for companies to hire individuals who have a good record or train new graduates on what is appropriate and what is not in the PR world. By joining professional organizations such as the Public Relations Society of America and the Chartered Institute of Public Relations, it hold members responsible for their actions and creates a unified code of ethics amongst its members.
The most memorable exercise in class involved reviewing a case in which a director of an international company used the phrase “nigger in a woodpile” in the public sphere while representing the company. The class was posed with the responsibility of coming up with reasons as to why he should or should not be fired. There were a few students in the class who believed that the Director should be fired for being so irresponsible as to use such a phrase in public while representing the company. They saw him as a potential risk to the company’s values and reputation. The arguments against him being fired where that if he made an honest mistake and didn’t mean for the comment to be taken offensively then he should be reprimanded, not fired.
Although his comments have racially insensitive roots, the director probably did not mean the comment to be taken offensively because maybe it is a popular saying where he is from. But I also believe that as a director of a company, you set an example for the employees and represent the overall values of the company. Therefore, he should not have made those statements. However, I am still undecided as to whether or not he should have been fired. Often times when something like that happens within an organization, the offender will issue a public apology and maybe be required to some sort of cultural communication or sensitivity classes. However, I believe that it is under the discretion of the CEO to determine the punishment of the offender. If the director were to stay in his position it would send out a message to the public and employees that this type of behavior will be tolerated. This will not do anything positive for the company’s reputation. Therefore, keeping the director would run a potential risk to the company.
This class reminded me of the essay for the PR codes that we wrote last semester. I believe that PR can be ethical, but it depends on the practitioners. A profession cannot be ethical if ethical people are not working. Therefore, it is important for companies to hire individuals who have a good record or train new graduates on what is appropriate and what is not in the PR world. By joining professional organizations such as the Public Relations Society of America and the Chartered Institute of Public Relations, it hold members responsible for their actions and creates a unified code of ethics amongst its members.
Thursday, 7 February 2008
Jan. 30th: Propaganda vs. Public Relations
Overview of class:
1. Our first assignment was to pair off in groups of two and think of ourselves and the Communications Director of the Defense Department in the United States. The United States will go to war with a fictitious country named Baramundi. The Communications Director will provide strategies and tactics to the Army Chief as to how the media should be handled during this war.
Ade and I concluded that our strategy would be to control the messages and information sent our over the media. Our tactic would involve appointing key officials, including the Army Chief, to serve as the main source of information release to the media. The key officials would be the first point of contacts for the media. We also thought it was important for the officials to develop relationships with influential news mediums such as the Washington Post newspaper, the New York Times Newspaper, National Public Radio, and key television stations such as Fox and NBC.
In a crisis situation such as war, we thought it was important to make the United States Department of Defense (U.S. DOD) and its designated key officials the center of the crisis. The role that the media plays in a crisis situation can either severely help or harm your cause. The U.S. DOD should be the first organization to send information out about the war. This will help gain support from the media and possibly even the majority population of the country. In the book, Risk Issues and Crisis Management: A Casebook of Best Practice, Michael Regester and Jury Larkin note that “it is usually when the media believe the organization at the center of the crisis is unduly slow in providing information…or thought to be withholding information, that it becomes hostile.”[1] If the U.S. DOD was slow about sending out information, the media would become hostile and start speculating about the situation. If the media suspects that the government is hiding information then they will not speak favorably about the government’s cause for going to war. Since the media is influential on public perception, it is wise for the U.S. DOD to develop a good relationship with the media in order to control the messages that are sent out to the public.
2. The second half of class we viewed a film titled, War Spin, produced by BBC, the film documents the media’s spin of events that took place in the War on Iraq. The film focuses heavily on the Jessica Lynch story, the U.S. Central Command Media Center in Iraq, and the use of embedded journalist by the United States and Britain.
[1] Michael Regester and Jury Larkin. Risk Issues and Crisis Management: A Casebook of Best Practice, (Chartered Institute of Public Relations) (Kogan Page: London and Sterling, VA) p. 176
Youtube video:
Jessica Lynch admits her story was false
1. Our first assignment was to pair off in groups of two and think of ourselves and the Communications Director of the Defense Department in the United States. The United States will go to war with a fictitious country named Baramundi. The Communications Director will provide strategies and tactics to the Army Chief as to how the media should be handled during this war.
Ade and I concluded that our strategy would be to control the messages and information sent our over the media. Our tactic would involve appointing key officials, including the Army Chief, to serve as the main source of information release to the media. The key officials would be the first point of contacts for the media. We also thought it was important for the officials to develop relationships with influential news mediums such as the Washington Post newspaper, the New York Times Newspaper, National Public Radio, and key television stations such as Fox and NBC.
In a crisis situation such as war, we thought it was important to make the United States Department of Defense (U.S. DOD) and its designated key officials the center of the crisis. The role that the media plays in a crisis situation can either severely help or harm your cause. The U.S. DOD should be the first organization to send information out about the war. This will help gain support from the media and possibly even the majority population of the country. In the book, Risk Issues and Crisis Management: A Casebook of Best Practice, Michael Regester and Jury Larkin note that “it is usually when the media believe the organization at the center of the crisis is unduly slow in providing information…or thought to be withholding information, that it becomes hostile.”[1] If the U.S. DOD was slow about sending out information, the media would become hostile and start speculating about the situation. If the media suspects that the government is hiding information then they will not speak favorably about the government’s cause for going to war. Since the media is influential on public perception, it is wise for the U.S. DOD to develop a good relationship with the media in order to control the messages that are sent out to the public.
2. The second half of class we viewed a film titled, War Spin, produced by BBC, the film documents the media’s spin of events that took place in the War on Iraq. The film focuses heavily on the Jessica Lynch story, the U.S. Central Command Media Center in Iraq, and the use of embedded journalist by the United States and Britain.
[1] Michael Regester and Jury Larkin. Risk Issues and Crisis Management: A Casebook of Best Practice, (Chartered Institute of Public Relations) (Kogan Page: London and Sterling, VA) p. 176
Youtube video:
Jessica Lynch admits her story was false
Sunday, 6 January 2008
Cultural Collusion
"Cultural collusion is collaboration between a brand and an arts institution built around mutually beneficial themes."
Ran Reeves, creative director, Shine Communications
PR Week, 22 June 2007, pg 26
Statistics
The TeManatu Taonga Ministry for Culture & Heritage in New Zealand conducted a survey of 70 businesses to analyze their activity of cultural sponsorship over the course of three years. The study took place during the financial years of 1996-97, 1997-98, and 1998-99. Below are some of the highlights from the survey.
* Of the 70 business surveyed 58 (63%) provided some cultural sponsorship during the three financial years.
* Top 2 reasons for cultural sponsorship
1. Increasing Brand Awareness 62%
2. Reach a particular market segment 60%
* The performing arts were the activities to which the greatest number of businesses felt they might contribute in the following three years.
Informations from: Te Manatu Taonga Ministry for Culture & Heritage
Survey of Sponsorship of Cultural Events and Activities
http://www.mch.govt.nz/publications/sponsorship/3.html
* Of the 70 business surveyed 58 (63%) provided some cultural sponsorship during the three financial years.
* Top 2 reasons for cultural sponsorship
1. Increasing Brand Awareness 62%
2. Reach a particular market segment 60%
* The performing arts were the activities to which the greatest number of businesses felt they might contribute in the following three years.
Informations from: Te Manatu Taonga Ministry for Culture & Heritage
Survey of Sponsorship of Cultural Events and Activities
http://www.mch.govt.nz/publications/sponsorship/3.html
Cartier
The Paris based jewelry brand, Cartier, generated publicity by sponsoring cultural events in an effort to increase sales.
Due to the economic downturn after the September 11th terrorist attacks, sales of Cartier jewelry decreased. However, Cartier responded by expanding its business globally with the opening of dozens of new stores worldwide. The brand gained publicity by sponsoring cultural events. In China, Cartier exhibited its jewelry in the Shanghai museum. In Paris, the brand displayed “a carved –ice model of its flagship Paris store at an ice festival in the Chinese city of Harbin.”
Cartier also turned its store openings into medial events by inviting prominent celebrities. They also chose New York Fashion Week in 2006 to launch a new jewelry line.
The Results:
*Media coverage at store openings
* Overall increase of 15% in jewelry sales and 22% in watch sales in 2005.
Due to the economic downturn after the September 11th terrorist attacks, sales of Cartier jewelry decreased. However, Cartier responded by expanding its business globally with the opening of dozens of new stores worldwide. The brand gained publicity by sponsoring cultural events. In China, Cartier exhibited its jewelry in the Shanghai museum. In Paris, the brand displayed “a carved –ice model of its flagship Paris store at an ice festival in the Chinese city of Harbin.”
Cartier also turned its store openings into medial events by inviting prominent celebrities. They also chose New York Fashion Week in 2006 to launch a new jewelry line.
The Results:
*Media coverage at store openings
* Overall increase of 15% in jewelry sales and 22% in watch sales in 2005.
Information from: Business Week Online Article
Cartier Taps Culture to Polish Its Brand
By Carol Matlack, August 9, 2006, Europe
Wednesday, 26 December 2007
Sony Ericsson and the Institute of Contemporary Art (ICA)
In celebration of its 60th birthday, The ICA collaborated with Sony Ericsson to host an exhibition that would not only gain press coverage, but would also actively involve the public.
The exhibition, named “All Tomorrow’s Pictures”, invited 59 artists, musicians, and photographers to take part in a photo competition along with one person from the general public. Each person was to take a photography which represented the future. The winners photograph would embody the message that Sony Ericsson’s camera phones deliver high quality, standing as a symbol of the future of technology. “It was about exploring the creative potential of the ICA and of Sony Ericsson’s new phone,” said ICA artistic Director Ekow Eshun (PR Week, 22-6-07, p.27). The exhibition ran for two weeks in May. When the exhibition was over, the photos were compiled into a coffee table book which can be purchased on the ICA website.
The exhibition, named “All Tomorrow’s Pictures”, invited 59 artists, musicians, and photographers to take part in a photo competition along with one person from the general public. Each person was to take a photography which represented the future. The winners photograph would embody the message that Sony Ericsson’s camera phones deliver high quality, standing as a symbol of the future of technology. “It was about exploring the creative potential of the ICA and of Sony Ericsson’s new phone,” said ICA artistic Director Ekow Eshun (PR Week, 22-6-07, p.27). The exhibition ran for two weeks in May. When the exhibition was over, the photos were compiled into a coffee table book which can be purchased on the ICA website.
The Results:
Exclusive Press coverage deal between the PR agency and the Independent. The agency gave the newspaper exclusive images. After the launch the event received heavy press coverage due to the celebrity launch party held for the event.
How did alliance help the campaign?
Both partners found a creative way to get their message out to the public. The ICA gained press coverage about their birthday celebration by hosting a large event and teaming up with an internationally known and respected brand, SONY. Sony Ericsson, partnered with an older venue, which reached out to a younger audience as well as photographers, who are most likely to be interested in art and camera technology. By forming an alliance, both companies combine what their audience likes into one event while still promoting their business.
Both partners found a creative way to get their message out to the public. The ICA gained press coverage about their birthday celebration by hosting a large event and teaming up with an internationally known and respected brand, SONY. Sony Ericsson, partnered with an older venue, which reached out to a younger audience as well as photographers, who are most likely to be interested in art and camera technology. By forming an alliance, both companies combine what their audience likes into one event while still promoting their business.
Link to the ICA Website: http://www.ica.org.uk/
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