1. Post Graduate Diploma in PR & Exhibitions Management
Marketing Public Relations and Audience
Lecture 6
How MPR Adds Value
Developed and Presented by
Roy Ying, Msc., BSG, B.Comm., MHKIoD
Note: Pictures used in this power point file
is for academic Purpose only 1

2. Table of Contents
• Building Credibility
– 3rd Party Credibility
• Building Trust
– 6 Drivers
• Building Long Term Relationship
– Customer Service, Loyalty, CSR and Personal
Engagement
2

3. Value of MPR
• Enhancement of company credibility,
trust and long term relationship with
target audience
3

4. How to Build Credibility?
• Via 3rd party credibility
4

5. Brand Association / Partnership
• Why do you always think of Coke in
McDonald’s and Pepsi in Burger King?
5

6. Sponsorship
Why Barclays is willing to spend
£82.25 million as a sponsor?
• Vision: Barclays aims to be a top 5 global bank
• Football has global appeal
• Barclays has long association with Football
• Premier league is the most successful and
frequently watched in the world
6

7. Brand Cross Over
• Why Versace wants to partner with H&M?
7

8. Client List
• You probably don’t know what Kemp is,
but you should know their clients.
8

9. Testimonials
• Traditional: Quotes from notable clients
• Modern: Youtube clips from clients
• Emerging: Showing client’s success
9

10. Case Studies / Reviews
10

11. Content Strategy
• This is your MPR activity plan
• MPR managers need to know when and
how to deploy tools such as sponsorship
of events, client testimonials on youtube,
launch collaboration with another brand.
11

12. Your Intellectual Property
• With the right mix of MPR tools, your
brand should be credible on customer’s
minds. One way to measure it to see your
brand frequently searched.
12

13. Your Intellectual Property
• Surveys will see your brand rise to the top
13

14. Value of MPR
• Enhancement of company credibility,
trust and long term relationship with
target audience
14

15. Building Trust
• In 2009, 1,000 US companies were
surveyed on the subject of brand trust.
Results show:
Source: Concerto Marketing and Research Now (2009) 15

16. Building Trust
16

17. 6 Drivers in Building Trust
Source: Concerto Marketing and Research Now (2009) 17

18. Stability
• What MPR tool can enhance this?
– Brand management
TODAY
1973
18

19. Stability
• Which watch brand do they represent?
– Brand management
Titoni used him once, 19
but there is no stability

20. Stability
• Assurance helps, but you have to deliver
your promise.
20

21. Stability
• Participation in “trust” scheme helps, but
you have to pick the right one.
21

22. Stability
• Media endorsement helps, but you have to
stay there.
22

23. Innovation
• Awards can help, but you need to keep
winning the ones that matter.
23

24. Innovation
• Thought leadership helps, but you have to
know how to groom successor.
24

25. Innovation
• Trade shows are good platforms to
showcase your new products to target
customers, but you have to keep investing
in R&D.
25

26. Relationship
• You have to develop a set of values on
your customer relationship
26

27. Relationship
• It’s about getting feedback, even bad ones
so you can fix problems.
27

28. Relationship
• Feedback
Collection
Channels
28

29. Practical Value
• Your products or services are solving
consumer’s problems
• Example: Why LED is becoming popular?
29

30. Practical Value
• Yes, it’s not a PR issue, but making sure
people know about the practical value is.
These are the 2 stages where
MPR tools can be deployed.
The type of tools depend on
your target audience’s media
consumption behavior.
30

31. Practical Value
• If you are concerned about fuel prices, you
might want to think of Hybrid cars. Where
do people like me look for information?
31

32. Practical Value
• Where would people slightly older look for
information on Toyota Prius?
32

33. Practical Value
• Where would the younger population look
for news on Toyota Prius?
• Well….not likely owing to its outlook.
• But if there is such as demand, I would
think they’d pick the social media, search
engine and online discussion rooms
33

34. Vision
• Consumers now like to know what the
company’s vision is.
• Apple, when it was created, produced
personal computers.
• Steve Jobs knew Apple had to catch up
with technology so he later described
Apple as a “Mobile Devices Company”
34

35. Vision
• What products do you think of when you
see the following brands?
Which company do you think will have a
clear vision on mobile communication? 35

36. Vision
• What do you think of Levi’s?
or
Levi’s failed because the company had
no vision on high-end suits market 36

37. Competence
• Yes, it is an HR issue, but we as PR
managers have to build “competent” brand
images and position ourselves as
industry’s thought leaders.
• HOW?
– Media
– Staff Training
– Spokesperson Management
– Public Affairs
37

38. Competence
• Media – the strategy is to make sure the
journalists will turn to you for quality
information.
• Regular press conferences keep your
brand in the news.
38

39. Competence
• Columns
39

40. Competence
• Staff Training
– Customer service performance pledge
– Uniform (image of the company)
40

41. Spokesperson
• Identify senior management staff to be
groomed as company’s official
spokespersons
陳志雲 商業電台行政總裁 盛品儒 亞洲電視執行董事 41

42. Spokesperson
• Or specialists
梁兆基 施永青先生
匯豐銀行大中華區首席經濟師 中原地產創辦人 42

43. Public Affairs
• Participate in politics
李國寶 陳健波 田北辰
東亞銀行主席兼行政總裁 慕尼黑再保險董事 G2000創辦人
43

44. Public Affairs
• Or you help future stars (it’s a gamble!)
44

45. Value of MPR
• Enhancement of company credibility,
trust and long term relationship with
target audience
45

46. Long Term Relationship
• It is a commitment to your industry, your
customers, the community you operate in.
• Long term relationship does not happen
overnight, but can be built via:
– Customer relation management
– CSR campaign
– Personal engagement
46

47. Long Term Relationship
Customer Communications
• providing customer feedback forms
• asking about customer needs
when customers call with problems
• training call-center staff to handle
disputes uniformly and constructively
• responding directly to feedback
• demonstrating how the company
listens to its customers
• encouraging a service culture
throughout the organization
47

48. Long term relationship
• Customer Feedback - don’t forget the
social media. There are more messages
left on the web than anywhere else.
48

49. Long Term Relationship
Customer Loyalty
• creating a point system that
offers rewards once a customer
accumulates enough points
• offering discount or free-product
coupons
• running contests in which
customers may win prizes by
entering a drawing
• offering service guarantees
49

50. Long term relationship
• CSR is a commitment to building long term
relationship with local communities
50

51. Long term relationship
• CSR may also be showing a form of
commitment to the industry.
51

52. Long Term Relationship
• CSR Nightmare
52

53. Long Term Relationship
Personal Engagement
• Website
– Search function (especially contact persons)
– Email enquiry is a must, and the emerging
trend is to connect it with an online chat
function.
53

54. Long Term Relationship
Personal Engagement
• Personal connections
– Instead of CRM, account servicing and
personal relationship are preferred.
54

55. Long Term Relationship
Personal Engagement
• Customers feel they are a part of the
brand, the shop, the products
55

56. Long term relationship
• Differentiated products
– Companies would rather spend money on a
superior quality products which are different
from those of competitors.
– The process of creating a differentiated
product must involve MPR’s customer
engagement tools.
56