The Power Of Pr 11 08
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An overview of how to develop and utilize public relations and relationships for the success of your organization
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The Power Of Pr 11 08
- 2. The Power of Public Relations John Poole, Ohio Community Service Council Paul Quinn, Health Policy Institute of Ohio
- 3. The Power of Public Relation ships
- 4. Marketing: Product Price Promotion Place
- 5. Marketing: "A philosophy or orientation for the whole business - defining the primary goal of everyone in the organization."
- 6. Public Relations: “ A set of management, supervisory, and technical functions that foster an organization's ability to strategically listen to, appreciate, and respond to those persons whose mutually beneficial relationships with the organization are necessary if it is to achieve its missions and values.
- 8. I I I Awareness
- 9. I l l Interest Awareness
- 10. I l Evaluation Interest Awareness
- 11. I Trial Evaluation Interest Awareness
- 12. Purchase Trial Evaluation Interest Awareness
- 13. W I I F M
- 14. W hat’s I n I t F or M e?
- 15. Planning
- 20. S egmentation T argeting P ositioning
- 21. S egmentation How do you breakdown the audience?
- 22. T argeting What audience do you want to reach?
- 23. P ositioning How do you present yourself in order to appeal to your target audience?
- 24. Branding
- 25. Brand Promises
- 26. S logans
- 28. Just do it
- 30. Be all you can be
- 31. Let your fingers do the walking
- 32. The ultimate driving machine
- 33. When it absolutely, positively has to be there overnight
- 34. We try harder
- 36. Have it your way
- 37. When you care enough to send the very best
- 38. You're in good hands
- 39. Betcha can't eat just one
- 40. Don't leave home without it
- 41. Good to the last drop
- 42. The Uncola
- 43. It takes a licking and keeps on ticking
- 45. It's the real thing
- 46. Eat Fresh
- 47. Think outside the bun
- 49. Ohio Masonic Home: “ Care, Concern and Compassion Since 1892”
- 50. Freedom to Pursue Your Passion
- 52. Ohio Community Service Council Mission Statement: “ To foster an infrastructure that connects, supports, and replicates effective community service, service-learning, and volunteer programs to: address the State's and its communities' critical and diverse needs; offer additional, meaningful opportunities for all generations to serve.”
- 53. “ Strengthening Ohio's Communities through Service & Volunteerism”
- 54. Tactics
- 55. Employees
- 57. Board Members
- 61. Media Relations
- 65. Serving across the state Ohio leads U.S. with most projects aimed at helping others, environment during nationwide volunteer event Sunday, October 26, 2008 3:38 AM By Molly Willow THE COLUMBUS DISPATCH
- 71. Interview on QFM96 Columbus Radio
- 72. A memorial all their own Vets and their families tread with tears and awe on a trip to WWII shrine Monday, November 07, 2005 Holly Zachariah THE COLUMBUS DISPATCH DAYTON — In 26 years as an Air Force medic, Earl Morse cared for hundreds of veterans, if not thousands. Their sad tales often broke the retired captain’s heart. But never before had it been shattered as it was when his patients spoke of the National World War II Memorial being built in Washington, D.C.
- 75. Masonic children welcomed home Alumni celebrate their common past in Springfield Monday, July 03, 2006 Kelly Hassett The Columbus Dispatch SPRINGFIELD, Ohio — Cynthia Cameron came to the Ohio Masonic Home as a scared 6-year-old girl with only her older sister, Connie, as family. More than 50 years later, she still has her sister and counts dozens more as her brothers and sisters. The Westerville woman returned yesterday for the Ohio Masonic Home’s 27 th Alumni Day Homecoming, a reunion for people who spent their childhoods in the home.
- 80. Media
- 87. Internet
- 88. Take-Aways
- 89. Feel the Power…
Notas del editor
- PQ: Fold your hands. Cross your arms… We’re here today to talk about public relations for your not-for-profit. Now, when I say “public relations,” what comes to your mind? (Participants will probably talk about publicity; may use the word “spin.”). Most people think in terms of publicity, which is getting your organization’s name in the media. And that is certainly a component of public relations. But that’s not all it is.
- Renowned PR pro Pat Jackson used to say “public relations” is semantically incorrect. The profession should be described as “public relation ships ,” for it really is about cultivating relationships with stakeholders, including media, employees, Board members, funders and others. And it’s this broader perspective that we want to take today to look at how you can get the most value from this function in your organization. Now, before we really get into this, can we see a show of hands – how many of you have a public relations or communications person on staff? (wait) Okay. Now, how many of you handle the public relations function in addition to your other duties? Okay. Thank you. Particularly in smaller organizations, there is often one person who handles public relations, marketing and any other related areas. So let’s talk about these different areas.
- PQ: When we talk about marketing, we typically are talking about “the marketing mix” or “the four Ps” of Product, Price, Promotion and Place. Product is, of course, what you offer your customers. It might be a tangible product. Or, it may be a service. Price, obviously, is what you charge for your product or service. Promotion is how you let people know about your product or service. Public relations is a component of promotion. Place refers to where people access your product or service.
- PQ: Most marketing textbooks talk about marketing as an exchange process where a company provides a good or service in exchange for payment. For our purposes, I favor this definition: Marketing is "A philosophy or orientation for the whole business - defining the primary goal of everyone in the organization."
- JP: This slide shows you the textbook definition of public relations. Essentially, public relations is a management function that focuses on two-way communication and fostering of mutually beneficial relationships between an organization and its publics.
- PQ: To put it in perspective, let’s look at how consumers make decisions. We know there is a predictable sequence of events. To illustrate it, experts often draw out the process in terms of a pyramid…
- PQ: It starts with Awareness…people can’t possibly buy your products or services if they’ve never heard of you. So, we first need to make people aware. This is where your mass media efforts go. What’s people are aware, we take them to the next step…
- PQ: …which is interest. I liken it to buying a car. My son came home one day and told me he wanted to buy a Mitsubishi 3000GT. Well, I didn’t know what that was! But, after he showed me one, I started noticing them all over the place. Do you think those cars were on the road before? Of course they were. But I wasn’t aware and so I wasn’t interested. But once I was aware, I started becoming interested. And it’s in this interest stage that public relations can be particularly effective. When an aware consumer reads about us in the newspaper, for example, he’s going to take interest in that article and he’s going to read it. And that is going to help take him to the next step…
- PQ: Once they are aware and interested, they will start evaluating what they’re hearing about your company or product. Like that Mitsubishi, I started assessing the car—how does it look? What do they cost? What do their owners say about the car? Word-of-mouth can become very important here as consumers seek out credible sources to provide information.
- PQ: Next is the trial stage. In the case of a car, we take it for a test drive. At the retirement community where I worked, we offered free weekend trial stays so people could see what it would be like to live there. Notice that as we climb this pyramid, it becomes more and more personal. We started with mass media, which is quite impersonal. At the trial stage, we are one-on-one with the product or service or one of its representatives. But, if the trial step goes well, the consumer is at the decision point.
- PQ: And, of course, we hope that consumers will decide to purchase our product or service. And we may tend to think of this as the final step but, in reality, there ideally is one more step. Do you know what that would be? (wait) It would be a repeat purchase. If we’re looking to develop long-term relationships, we hope our customers will come back again and again. It’s important to note that, for repeat business to occur, we have to make sure we take care of our customers. We need to deliver on the promises we make and we have to service the client. This is probably a good place to mention that the way our organizations handle complaints is critical. Poor handling of a complain inevitably means the loss of that customer. But, if we handle a complaint to the satisfaction of the customer, we likely have earned a loyal customer. (Tell about delivery order from KFC?) JP: Keep in mind a basic premise of marketing. All customers are thinking only one thing…
- JP: “WIIFM”—any idea what that stands for?
- JP: “What’s In It For Me?” People are motivated by problems. They’re coming to us for solutions to those problems. We have to look at it from their perspective…what do they get out of our relationship? As a client once told me, “It’s not your logo that makes me come here…it’s the personal service I receive.” That has always stuck with me. We need to know the benefits of our products and services and demonstrate those to our customers. PQ: Part of what you need to figure out is your unique selling proposition. What is different about you that can help you differentiate yourself from other similar organizations? That is key to your communications efforts.
- JP: Before we can engage in effective public relations, we must have a plan. Sure, without a plan we can probably do some good things. But a good plan allows you to focus, budget resources, monitor and assess your efforts.
- JP: First, you need to conduct a situational analysis. This include: C ontext - what’s happened before? What’s the history? Environmental Scan - what are the key factors that will affect your success? What is the media saying? Stakeholders - your stakeholders and their expected reactions. How you will manage them? Objectives - what do you want to achieve? (should be clear, relevant, measurable…) Strategy - where are you going, and why? Audiences - who are the key audiences? Messages - what are you saying? What are the key ideas you’re communicating? Tactics - how will you implement your strategy? Timeline – what’s your schedule for implementation? Issues - what problems may you have to overcome? Budget - what will it cost? Evaluation - how will you know if you’ve been successful?
- PQ: Planning starts with a situational analysis as a precursor to Strategy Formulation. We need to think about what we’re doing and why. “SWOT Analysis” Opportunities and threats are industry-wide Strengths and weaknesses pertain to your organization
- PQ: Planning starts with a situational analysis as a precursor to Strategy Formulation. We need to think about what we’re doing and why. “SWOT Analysis” Opportunities and threats are industry-wide Strengths and weaknesses pertain to your organization
- PQ: Once you’ve thought through your situation and formulated a strategy, you will typically need to conduct some research to make sure you understand your industry, your competitors and consumers’ perceptions of your organization. This can be done in a number of ways: Secondary research (industry information, competitors) Focus groups Surveys Exercise (name a new soft drink)
- PQ: Once your research is complete, you should be in position to identify your target market and how you want to present yourself to that audience in an appealing way. This process begins with “STP” -- Segmentation, Target Audience, Positioning
- PQ: Segmentation is simply a way to break down potential audiences. If this is a global economy, we need to narrow down who we are directing our message to. We can’t possibly market to everyone! You can segment your audience geographically, demographically, according to their interests, or how they spend their time or money.
- PQ: Once you’ve considered segmentation, you need to decide who you’re targeting. What are the characteristics of the people you’re trying to reach? This is going to determine many of your next steps. At the Ohio Masonic Home…
- Positioning is how you present your product to the prospect. You might present your product or service as “the best,” “the first,” “the most innovative.” It depends on how you want consumers to think of your organization, your product or your service.
- JP: Your positioning is part of your brand. Simply put, your brand is your promise. What do you offer your customers? Whatever it is, you need to do it consistently. If not, you will not live up to your brand promise and you will lose credibility with your audience. PQ: When you see the golden arches of McDonald’s, you know what to expect—slow service and cold fries. You don’t go in and say, “Oh, I thought this was a pizza place…” It’s burgers and fries! They even have signs out front: “Over 50 billion burgers served…” We get it! Why don’t they just say, “We’re doing very well…”
- JP: Let’s talk a minute about brand promises…What do you think is the promise of Disneyland (happiness)? How about Kodak (memories)? Wal-Mart (cheap)? These organizations have positioned themselves in such a way that you expect them to deliver on these brand promises when you go to their stores or use their services.
- The brand promise should be reflected and reinforced in its slogan. You must have a slogan. It positions your organization and helps make you memorable to consumers. A slogan must be no more than 7 words. It should be memorable. It can be clever. It can refer to a benefit or stimulate a need. Let’s look at a few. I’ll give you the slogan, you give me the product.
- JP: Breakfast of champions. Wheaties (1935). PQ: Who doesn’t want to be a champion?
- JP: Just do it. Nike PQ: Pretty good positioning for a company in the activewear business. The message is: “Get off the couch and do something!”
- JP: Finger lickin' good. Kentucky Fried Chicken (1952). PQ: The message is good: “This stuff is so great, you’re licking the remnants off your fingers.” It’s kind of gross—I think you should use a napkin and buy another bucket of chicken. But it’s good positioning.
- JP: Be all you can be. The Army. PQ: That’s good positioning! If you want to achieve your potential, join the Army!
- JP: Let your fingers do the walking. The Yellow Pages (1964). PQ: The promise here, of course, is save time. Don’t spend your day running to stores all over town. Call and find out who has what you want.
- JP: The ultimate driving machine. BMW (1975). PQ: I think if you’re the ultimate anything, you’re doing well!
- JP: When it absolutely, positively has to be there overnight. Federal Express. PQ: In other words, if it’s important, you’d better let us handle it…
- JP: We try harder. Avis (1962). PQ: This was brilliant! Avis was not the market leader. So, they took what would be perceived as a weakness and turned it around to say, “Because we’re not the market leader, we’re busting our butts to earn your business.
- JP: The quicker picker-upper. Bounty (1971). PQ: If you’re using paper towels, there’s a good chance you’ve just made a mess. So you want a product that’s going to clean it up quickly.
- JP: Have it your way. Burger King (1973). PQ: Of course we want it our way! Remember, “What’s in it for me?” This slogan was launched to address McDonald’s, who, at the time, was not well-equipped to serve custom-made burgers. If you wanted a plain hamburger at McDonald’s, you’d send the kitchen into a tizzy.
- JP: When you care enough to send the very best. Hallmark (1934). PQ: Who wants to be accused of not caring enough?
- JP: You're in good hands. Allstate Insurance. PQ: Nobody wants to buy insurance, but this slogan gives you a feeling of safety and security so you feel better about buying it.
- JP: Betcha can't eat just one. Lay’s Potato Chips. PQ: They’re so good, you have to eat them all in one sitting!
- JP: Don't leave home without it. American Express (1975). PQ: This card is so important, I have to stop at the door on my way out and make sure I have it!
- JP: Good to the last drop. Maxwell House (1915). PQ: I picture someone trying to get that last drop of coffee…
- JP: The Uncola. 7-Up (1973) PQ: Remember, this was during the cola wars. There was Coke, Pepsi and RC. 7-Up said, “Hey, we’re different!”
- JP: It takes a licking and keeps on ticking. Timex (1956). PQ: It’s nothing fancy but you can beat the crap out of it and it will still work.
- JP: Where's the beef? Wendy’s (1984). PQ: If you want substance, go to Wendy’s
- JP: It's the real thing . Coca Cola (1971). PQ: Everything else is an imitation.
- JP: Eat Fresh. Subway. PQ: Is it really fresh? If it’s not, you lose all credibility.
- JP: Think outside the bun. Taco Bell. PQ: They’re saying, “We’re different from all those sandwich joints.”
- JP: Getting Things Done . AmeriCorps. PQ: It’s succinct, easy to remember and tells what you do.
- PQ: When I arrived at The Ohio Masonic Home, their slogan was “Care, Concern and Compassion Since 1892.” The problem with this slogan is that it screams “nursing home,” which is a problem when you’re trying to fill your indepedendent living units. Also, focus groups revealed that people believed they would be living in units that are 116 years old.
- I developed a new slogan: “Freedom to Pursue Your Passion.” Focus groups responded well to it.
- Related to slogans is your mission statement. How many of you know your mission statement? (if some say they know it, ask them to give it). If you can make it short and to the point, the people in your organization will be able to remember it and recite it. Too often, it’s developed and forgotten.
- Our mission statement at the Community Service Council was originally…
- We shortened it to…
- JP: Once we’ve gone through all of these steps, we should be ready to develop and implement tactics. Paul and I are going to share with you some of our experiences with some of the tactics we’ve used.
- JP: Employees are frequently a forgotten audience. Too often, we assume they’re advocates for our organizations. Yet we may not keep them informed. If they’re getting their news about your organization from the newspaper, you’re not engaging your employees.
- PQ: Employees can be great ambassadors for your organization. But, like any other audience, you need to cultivate them. With the availability of electronic communication, there is really no excuse for not communicating with your employees. They should represent you in their neighborhoods and in their volunteer work. And, when you have visitors to your business, your employees should be trained to greet visitors and give them an “elevator speech” or 30-second commercial. At The Ohio Masonic Home, I would give a dollar to any employee who was witnessed giving a 30-second commercial to a visitor. It’s as simple as saying, “Hi. I’m Paul Quinn. I’m the Director of Marketing. I love my job because I see how safe, secure and happy the residents are here. I hope you’ll join us.” How much more effective is that than not speaking, or just saying, “hello”?
- PQ: Our Board members are another group who should be advocates for us. However, in my experience, I find Board members are often engaged in so many different things that they often don’t represent us well. So we need to make sure we help them advocate for us.
- PQ: One of the things you can do is develop talking points for your Board members. At the Ohio masonic Home, I developed a series of talking points, which I called ‘pocket cards’, which Board members could carry with them. This is the first one. It gives a brief overview of the organization and provides contact information for key executives. The talking points ensure that Board members are equipped to speak on our behalf. JP: (talk about Board members section of web site)
- PQ: One way to raise visibility for your organization is to generate publicity for your Board members. The Board member feels good about it. It gives attention to your organization. And it positions the Board member as a resource for people interested in your organization. We should be able to rely on our Board members to represent us at important events and help us make connections to movers and shakers.
- PQ: One avenue is to build relationships within our communities. We can sponsor relevant community events, offer our services or facilities to community groups, or find community partners with whom we can collaborate. JP:
- PQ: I expect that some of you are focused on getting your organization’s name in the media. Certainly, there’s nothing wrong with that. Obviously, we prefer that any media attention is positive but there is an old adage in the PR business that says, “Say whatever you want about me, just get my name right.” The idea is that the awareness helps, even if the story isn’t the best. Keep in mind there are many different media outlets. Consider which media is important and the ease or difficulty of getting their attention. Obviously, it’s more difficult to place a story in the New York Times than it is in the Columbus Westside Messenger. So you need to think about your goals, your message and your audience. Media is so segmented now that there are more options than ever. But every media outlet knows their consumers. Their advertisers demand it. So, if you know your target market, you can identify which media outlets appeal to your audience.
- JP
- JP
- JP
- When talking with the reporter about Dave Bannerman, we talked about a resident who had traveled the country. We got the reporter out to interview Dale Baker, a resident who travels a lot. Of course, the underlying message was that he could leave his home and we would take care of everything.
- Many Masons join the Shrine and participate in the fun and fundraising arm of Masonry that supports orthopedic hospitals and Burns centers across North America.
- We hold an annual golf fundraising event. I called the local newspaper about it. I bounced around. I pitched it as a sporting event. I pitched it as a news event. I pitched it as a community event. In the end, the newspaper had a staff meeting to decide WHO was going to cover it—not IF they were going to cover it. The sports reporter said he didn’t have time to stay but ended up sticking around for lunch.
- We got this front-page of the sports section article. I also got QFM96 in Columbus to do a radio interview with Jim Perry.
- Industrial school…
- Industrial school…
- Industrial school…
- When I arrived in Springfield, I called the local newspaper and asked if I could come and introduce myself.
- JP
- JP:
- JP: Have realistic expectations (they won’t use everything you suggest);
- Web site (must be current); links are important YouTube E-mail (can be personalized; ask permission to send) Blogs (Twitter) Social media (LinkedIn, Facebook)
- We’d like you to take a minute and reflect upon our discussion. Write down one point or concept that was new to you or that you’d like to try in your organization. (Give them a couple of minutes and then ask people to share).
- Use this information. Start with these ideas. Get out of your comfort zone. Try new things. Please contact us if we can provide any additional information. Done right, PR IS power.