At their heart, all public relations campaigns are about planning and strategy. After all, without a good strategy, it would be impossible for a PR expert to ensure that they were having the right impact on an audience with their marketing solutions, or that they were releasing press content at the right time. Strategic planning starts with setting a goal for a PR campaign. Once a vision of success is established, PR companies can then work alongside their clients to carve out an effective route to that end target.
Strategic planning ensures that press releases go out just at the right time to cause a social splash, and that reputation management strategies have components in place that allow businesses to respond quickly when disaster strikes. Later when we talk about organizational goals, we will add the verbs to indicate how we want to impact on these situations—promoting consumer acceptance of the air bags, dispelling the notion that all at-risk youth are dangerous.
For now, simply identify the situation without commenting on it. A situation is approached in either a positive or negative vein. The public relations situation may be identified as an opportunity to be embraced because it offers a potential advantage to the organization or its publics such as the side air bags.
On the other hand, the public relations situation may be an obstacle to be overcome because it limits the organization in realizing its mission such as the fear of at-risk youth.
Depending on how they assess the situation and its potential impact on the organization, two planners may look differently at the same situation—one calling it an obstacle, the other an opportunity. Organizations under attack may use the public attention generated by the crisis to explain their values and demonstrate their quality.
Pepsi fought the syringe hoax by issuing video news releases showing how its production process made it impossible to contaminate the product before it left the plant. In doing so, the company, which already enjoyed a good reputation, emerged from the crisis with even more consumer respect and confidence. Step 1 Analyzing the Situation Whether the issue is viewed as an opportunity, as an obstacle or simply as an unrealized potential, the communication team and the organization's or client's leadership must come to a common understanding of the issue before it can be adequately addressed.
Consider the following example of mixed signals: The executive director of an agency dealing with drug abuse wanted a public relations consultant to focus on communication between the agency and external publics such as the courts, police and probation personnel. The board of directors, on the other hand, wanted a plan for better communication among the board, staff and executive director.
Significantly different expectations, to say the least! How do you think you might handle this? In this case, the consultant asked both the director and the board to reach consensus about the central issue and to rethink what they wanted.
They asked themselves what the real issues were and concluded that the focus should be on the agency's visibility and reputation with its external publics. Once this was clarified, the consultant developed a strategic plan and helped the agency implement it. The Strategic Planning Exercise on page 26 will help you clarify the issue at hand for your organization. Ongoing communication with the research client is imperative. An initial meeting with the client to develop a common understanding of the client's research needs, resources and expected uses.
A meeting to agree on the scope of the project, particularly its costs and other resources. Following an initial review of literature and other secondary sources, a meeting to refine the research questions and discuss potential approaches and limitations. A meeting for agreement on the proposed study approach.
Come to consensus about whether it is seen as an opportunity or an obstacle, and if the latter, how it might be turned into an opportunity. It is important to take the broad view in this.
Fast food chains such as McDonald's and Burger King, for example, might be tempted to ignore growing national and even international concerns about obesity, particularly their long-term effects on young Step 1 Analyzing the Situation people. Yet both of these companies have introduced new menu items that are more healthful and less calorie-laden. Maybe it's a matter of seeing the writing on the wall. Maybe it's a conversion.
Maybe not, since these are the companies that gave us super-sized meals in the first place, so perhaps the health talk is simply part of the ongoing profit lust.
Regardless of motivation, it's clear that fast-food companies are changing their ways in the face of mounting public concern over the issue of obesity. Similarly, tobacco companies are responding to public concern on the issue of smoking, particularly health aspects of second-hand smoke, and health-care providers are reacting to issues such as the cost of medical prescriptions. Issues Management Issues are situations that present matters of concern to organizations, what Abe Bakhsheshy of the University of Utah defines as a trend, an event, a development or a matter in dispute that may affect an organization.
Issues exist within a changing environment and often are the result of conflicting values either different values held by the organization and one of its publics, or a different balance among similar values.
In their book Agenda Setting, John Dearing and Everett Rogers define an issue as "a social problem, often conflictual, that has received media coverage. He asks several questions in analyzing issues: Which stakeholders are affected by the issue? Who has an interest? Who is in a position to exert influence? Who ought to care? Who started the ball rolling? Who is now involved? Issues management is the process by which an organization tries to anticipate emerging issues and respond to them before they get out of hand.
It is a process of monitoring and evaluating information. Like many other aspects of public relations, issues management involves potential change. For example, insurance companies, hospitals and health maintenance organizations all are trying to predict trends within the health-care industry and to have some kind of impact on the future.
Some organizations use a "best practices" approach as they weigh their options during issues management. This approach to organizational problem solving, also known as benchmarking, involves research into how other organizations have handled similar situations.
It is a continuous and systematic process of measuring an organization and its products and services against the best practices of strong competitors and recognized industry leaders, in order to improve the organization's performance. Put more simply, benchmarking is the search for better ways of doing the things you do.
Peter Schwartz and Blair Gibb note three benefits of benchmarking: 1 the organizational initiative that prevents internal inertia from taking over, 2 the continual awareness of innovations coming from competitors and 3 the introduction of fresh air from outside the organization. Despite its name, issues management does not focus on control; neither does it involve one-way communication nor manipulation of a public. It helps an organization settle the issue early or divert it, or perhaps even prevent its emergence.
More likely, however, the organization will have to adjust itself to the issue, trying to maximize the benefits or at least minimize the negative impact. Public relations often drives this early warning system within an organization. Risk Management Strategic communicators often give the name risk management to the process of identifying, controlling and mimimizing the impact of uncertain events on an organization. The term is used in many disciplines-from politics to engineering, business to biology.
Public relations people often need to force their organizations and clients to listen to criticism. Many public relations disasters are rooted in the myopic failure to learn from others' mistakes. One reason for this is what Michael Regester calls "believing your own PR. Similarly, Dow Corning saw itself as a conscientious company, so it aggressively countered criticism and public concern about the safety of its silicon breast implants.
Exxon Oil was another company that refused to take the critics seriously, and it suffered long term for its mishandling of the Alaska oil spill in Jurors said one reason fo the high penalties was that the Alaska situation showed them that Exxon was a company that could not be trusted and deserved to be punished. Though the Alabama case was being appealed, it serves as a reminder of the long-term consequences of public opinion turned sour against a company.
Crisis Management The purpose of issues management, as previously noted, is to deal with issues before they get out of hand. When that happens, the issue becomes a crisis. Crisis management is the name given to the process by which an organization deals with out-of-control issues. But "management" is a bit of a misnomer. It's more about coping with crises. Consider this analogy: Issues management is like steering a sailboat.
You run with the wind when it happens to be blowing in the direction you want to go, and you tack to make some progress against the wind. Sometimes you stall when there is no wind. But always, you adapt to an ever-changing environment. In a crisis situation, the analogy is more like trying to ride out a storm. Often the best you can do is drop your sail, hang on, and hope the vessel is strong enough to survive without too much damage.
One thing to remember about crises: They may be sudden and unpredicted, but they seldom are unpredictable. Crises are more like volcanoes that smolder for awhile before they erupt.
Warning signs abound, at least to the trained eye. Step 1 Analyzing the Situation A study by the Institute for Crisis Management found that only 14 percent of companies' crises burst suddenly onto the scene, while 86 percent had been smoldering situations that eventually popped.
Catastrophes represented only 9 percent of the cases. The biggest crisis categories were white-collar crime, labor disputes and mismanagement. Environmental problems, defects and recalls, and class-action lawsuits were other significant categories. All of these represent areas in which organizations should be paying attention to the quality of their performance and its impact on their reputation. An organization committed to the concept of strategic communication is probably engaged in an ongoing issues management program that identifies crises in their early stages.
Less-nimble organizations that always seem to be in reactive mode are the ones likely to be caught off guard by a crisis. Reality sometimes slaps you in the face and forces you to think the unthinkable. It happened at Columbine, Colo. What happened in Chicago in remains an example of how companies can be unshakable in facing the unthinkable.
Seven Chicago-area residents died. That's the unthinkable tragedy. It pulled 31 million bottles of Tylenol from store shelves. It then reintroduced the medicine with a triple-seal tamper-resistant package that soon became an industry standard, and it offered customer incentives such as free replacements and discount coupons.
Amid predictions that the Tylenol brand was doomed, the company saw a quick recovery of its 35 percent market share and in the process fostered an ongoing customer loyalty. But considering the subsequent scandals associated with corporations such as Enron, WorldCom and Andersen, obviously some companies didn't get the point.
Nevertheless, those that did take note learned the value of proactive management and quick communication in crisis situations. Those forward-looking companies realized that preparedness is the key to effective issues management, particularly in crisis situations.
Some experts have banded together as a kind of self-help group to guide each other in risk and crisis situations. One such coalition is the British-based Crisis Communications Network CCN , a register of business and communication people with experience in managing crises.
It is associated with the Institute for Public Relations. Make sure an issue is worth management. Nurture expert contacts who can provide third-party research and endorsement when necessary. Step 1 Analyzing the Situation 25 Public Relations and Ethics Part of your research into the situation should involve an examination of ethical aspects, particularly the basis on which practitioners and their organizations or clients make ethical decisions.
You might begin by considering three classic approaches to making such determinations: deontological ethics, teleological ethics and ethical relativism. In essence, this approach says that certain actions are, in and of themselves, good; others are bad.
An example of such a code is the Public Relations Member Code of Ethics see Appendix B: Ethical Standards , which proclaims the intrinsic value of honesty, integrity, fairness, accuracy and so on. Teleological ethics, on the other hand, is an approach focused more on the impact that actions have on people.
It is rooted in the notion that good results come from good actions; thus something is ethical when it produces good consequences. An example of this also is implied in the PRSA code, which connects the need for ethical behavior and conduct with the public interest. Ethical relativism, a third approach to ethical decision making, suggests that actions are ethical to the extent they reflect particular social norms.
While an Ethics by Committee Hospitals have their ethics committees, so why not publie relations agencies? One agency has such a panel.
At Ruder-Finn R-F , the company's ethics committee brings together account executives with outside ethical experts such as rabbis, ministers and priests, theologians and philosophers. Their goal: to struggle with the ethical dimension of issues and then to advise management R-F special projects coordinator Emmanuel Tchividjian, who coordinates the committee, says the ethics team has reviewed issues such as whether the agency should continue a favorite account with the Greek National Tourist Office after a military coup in Greece.
After the committee including an ethics professor at a theological seminary went to Greece to investigate, Ruder-Finn resigned the account because it did not want to assist a military dictatorship, The agency also considered whether to accept a book-promotion account involving the Church of Scientology.
That account was rejected because the firm did not want to be involved with what it considered a religious cult But Ruder-Finn did -accept! The committee serves to remind employees that "the bottom line is not JJie most important thing," explained Tchividjian. Communication strategists help themselves and their organizations when they anticipate how they will approach ethical decisions.
Without advance thinking, the planner often is left either with no guidelines on determining whether something is ethical or simply with an unexamined personal feeling. Neither of those choices is particularly useful.
Don't presume that you have to decide ahead of time which of the classic appreaches to use. In truth, most organizations—as most individuals—slip back and forth among the three styles of ethical decision making. The value of advance thinking is that you can recognize the different foundations for determining ethical actions and responses and you can consider each approach as you make your decisions.
David Finn of Ruder-Finn public relations agency in New York City has observed that ethical decision making is not a choice between good and bad but rather a choice between two conflicting goods. The challenge is first to discern the difference and then to make an appropriate choice.
In a column on ethics in Reputation Management magazine, Finn observed that "addressing ethical issues intelligently calls for a probing as well as an open mind. In the wake of the highly publicized recall of a defective crib toy, Tiny Tykes Toys needs a strategic communication plan focusing on consumer confidence and the eventual expansion of its customer base.
Strategic Planning Exercise: Analyzing the Situation To participate in this exercise, select an organization that has both your personal interest and your firsthand knowledge. For example, you might select your current business, nonprofit organization or client; a volunteer project; or an enterprise in which you were once involved. If you are a student, you might select an issue related to the college or university you attend.
Start with the basic planning questions. Careful consideration of these may satisfy your informational needs. You also may find it useful to address the more complete set of expanded planning questions. Use these to the extent that they help you get a better Step 1 Analyzing the Situation understanding of the situation facing your organization.
If some of these questions don't seem to address your specific planning needs, skip over them. Basic Planning Questions 1. What is the situation facing the organization? What is the background of the situation? What is the significance or importance of the situation? Expanded Planning Questions A. Existing Information Answer the following questions based on what you know directly or what you can learn from your client or colleagues within your organization.
Background on the Issue 1. Is this the first time your organization has dealt with this situation or are you setting out to modify an existing communication program?
If the latter, is this a minor modification or a major one? What is the cause of this situation? Is there any dispute that this is the cause? What is the history of this situation? What are the important facts related to this situation? Does this situation involve the organization's relationship with another group? If yes, what group s? Consequences of the Situation 1. How important is this situation to the organization's mission?
How consistent is this situation with the mission statement or vision statement? How serious of a response is warranted to this situation? Who or what is affected by this situation? What predictions or trends are associated with this situation?
These can be organizational, industry related, community relations, nation related, etc. What potential impact can this situation make on the organization's mission or bottom line? Do you consider this situation to be an opportunity positive or an obstacle negative for your organization? If you consider this an obstacle, how might you turn it into an opportunity?
Resolution of the Situation 1. Might information quality or quantity affect how this situation is resolved? How can this situation be resolved to the mutual benefit of everyone involved? How strong is the organization's commitment to resolving this situation? Research Program If there are any significant gaps in the existing information, you may have to conduct research to learn more about the issue. This section will guide you through consideration of that option.
How accurate is this existing information? How appropriate is it to conduct additional research? What information remains to be obtained? What research methods will you use to obtain the needed information? Research Findings After you have conducted formal research, indicate here your findings as they shed light on the issue facing your organization, and write a brief summary of the issue facing your organization. If "yes," proceed to the next section.
Step 2 Analyzing the Organization The basis of effective communication is self-awareness. As such, strategists must have a thorough and factual understanding of their organization—its performance, its reputation and its structure—before a successful strategic communication plan can be created. They also seek to understand any factors that might limit the plan's success. The second step of the strategic planning process involves a public relations audit, an analysis of the strengths and weaknesses of your organization or client.
A traditional method drawn from marketing is called SWOT analysis, because it considers the organization's strengths, weaknesses, opportunities and threats.
Typically, a SWOT analysis would look at each of these from two perspectives: internal and external. Such an analysis would consider both internal factors and external forces when focusing on strengths, for example, and not allow an illusion that the organization itself is strong but that all weaknesses come from outside. What follows here is a more elaborate analysis that focuses on three aspects of the organization: its internal environment, its public perception and its external environment.
Before moving on to the details of the analysis, it is important to point out that candor is the key to this step. To create an effective communication program, you must take an honest look at your organization, identifying its weaknesses and limitations as well as its strengths.
If your organization is second best, admit it to yourself and proceed from that basis. Don't delude yourself by pretending that your organization is something it's not. No successful public relations program has ever been built on fiction, and it does not serve your purposes to overlook flaws or shortcomings within your organization.
However, temper your candor with tact. Brutal or indiscriminate honesty may turn off a client or a boss. Exhibit 2. Internal Environment Because public relations involves more than words, begin the audit by looking at the organization's performance and structure and any internal impediments to success.
Here is an overview of each. This includes the quality of the goods and services provided by the organization, as well as the viability of the causes and ideas it espouses. The audit looks at this quality both as it is now and as it was in the past; it also considers the level of satisfaction that the organizational leadership has with this quality.
Review the discussion of benchmarking in Step 1, since one of the purposes of benchmarking is to help an organization improve its performance. Niche Within the topic of performance, the internal audit also looks at the organization's niche—its specialty, the function or role that makes the organization different from similar organizations. The word niche originally referred to a wall recess or alcove for displaying a vase of flowers, a religious statue, a bust or some other accent piece.
In the context of public relations and marketing, a niche retains some of that original notion. It is a viewing point, the nook or cubbyhole that an organization occupies in a position for all to see. Step 2 Analyzing the Organization Structure The audit also considers the structure of the public relations operation within the organization.
Specifically it reviews the purpose or mission of the organization as it relates to the situation at hand, as well as the role public relations plays within the organization's administration. One particularly important consideration is whether public relations sits at the management table as part of the organization's decision-making process or whether it merely receives orders after the decisions are made by others.
The audit also inventories organizational resources that can be marshaled for the communication program, including personnel, equipment, time and budgets. No decisions or commitments are being made at this point as to what resources to use; during the audit stage, you merely are identifying the organization's available resources as they relate to the situation to be addressed.
Internal Impediments The final part of this internal audit is a look at internal impediments. Here you consider any impediments or obstacles within the organization that might limit the effectiveness of the public relations program. For example, many practitioners have expressed that their college education did not prepare them for the lack of organizational support, the need for continuing vigilance and the amount of political in-fighting that goes on within some organizations.
Wounded egos, shortsighted executives, company favorites and other barriers must be considered as you develop the program. The term impediment is chosen with care. An impediment is not an insurmountable barrier, such as a road blocked off for repaving. Rather it is a hindrance, more like a slow-moving truck on a country road.
You can allow the truck to set the pace and remain behind it, or you can carefully and safely pass the truck and continue on your way. Public Perception The second focus for a public relations audit is public perception. What people think about the organization is the key focus for the public relations audit. This perception is based on both visibility and reputation. Visibility The extent to which an organization is known is its visibility.
More subtly, this includes whether people know about an organization, what they know about it and how accurate this information is. Public relations practitioners can do a great deal to affect the visibility of their organization or client. Reputation Based on an organization's visibility is its reputation, which deals with how people evaluate the information they have. It is the general prevailing sense that people have of an organization.
Though we speak of reputation as a single perception, it really can be inconsistent, varying from one public to another and from one time to another. Reputation generally lags behind an organization's conscious attempt to affect the way people perceive it. Generally, the stronger the organization's visibility and the more positive its reputation, the greater the ability it has to build on this positive base. On the other hand, low visibility suggests the need to create more awareness, and a poor reputation calls for efforts to rehabilitate the public perception of the organization, first by making sure the organization is offering quality performance, and then by trying to bring awareness into harmony with that performance.
Writing in Communication World, Pamela Klein noted that psychologically, a company with a solid reputation earns the benefit of the doubt in times of crisis. Klein also cited a Burson-Marsteller study, Maximizing Corporate Reputations, which reported that the CEO's reputation accounts for 40 percent of how a company is viewed by stakeholders and other publics.
This chapter's Strategic Planning Exercise: Analyzing Public Perception page 38 contains an Image Index, a tool developed to help you determine the public perception of an organization. The index is a series of contrasting characteristics or attributes—fun or tedious, expensive or inexpensive, risky or safe—that can be applied to any organization.
Obviously there is no right or wrong response to any of these characteristics, and the index does not lead to a numerical answer. Rather, it is meant to stimulate your insights. By considering your organization in relation to these terms, you may come to an inference or a conclusion that perhaps you did not have before.
In the planning process, you can use the index twice, first based on what the organization thinks of itself and later based on what its publics think of it. External Environment The analysis of the organization concludes with an examination of its external environment.
In particular, this analysis looks at supporters, competitors, opponents, and other external impediments. Supporters Every organization has a group of supporters—the people and groups who currently or at least potentially are likely to help the organization achieve its objectives.
What groups share similar interests and values? Competitors Likewise, most organizations have competitors, people or groups who are doing the same thing as you are in essentially the same arena. Research suggests that in a Step 2 Analyzing the Organization 33 highly competitive environment, public relations activities often use messages and communication tactics to be persuasive, while lower levels of competition may lend themselves less to advocacy and more to relationship building.
But an organization's environment also may be uneven; it may be competitive with one public while cooperative with another. Additionally, the mere fact that an organization is doing essentially the same thing as yours is does not make it an opponent. Proximity is important.
For example, a candidate for mayor in Seattle may have several competitors, but one of them is not the candidate for mayor in Baltimore. Indeed, organizations doing similar things in different areas might better be considered as colleagues, and as such, valuable resources for information and perhaps assistance.
Opponents Another important aspect of the external analysis is to consider the nature of any rivalry that may exist. Opponents are people or groups who are against your organization, perhaps because of something it says or does, perhaps because of its very existence.
They have the potential to damage your organization by limiting its ability to pursue its mission and achieve its goals. Note that there's a big difference between a competitor, who provides a similar product or service, and an opponent, who is fighting your organization. Consider a store selling fur coats: A competitor might be the other fur store across town, while an opponent might be an animal-rights group. The other stores just want to sell their products, while the activists want to see you go out of business.
But even opponents come in different shapes and sizes, and planners have some important questions to ask about the nature of opposition. Consider the various types of opponents and the potential impact of communication when you are analyzing this aspect of your external environment. Their tactics are mainly vocal.
Through public communication, you may be able to find common ground for discussion and perhaps even the creation of an alliance between your organization and the advocates. Dissidents may oppose you primarily because of the position you hold or the actions you have undertaken. Their opposition is not irrational, and communication that addresses their interests and concerns might soften their opposition. Antis are dissidents on a global scale, people or groups who seem to oppose everything.
Often such opposition is generic toward any kind of change or toward any established institution, so public communication probably would have little impact on them unless it were able to show that the presumed change is only illusional. But realize that the antis are suspicious of your organization in the first place. They generally seek change, so their opposition to your organization may be a by-product of their goal.
Communication might reveal and promote a common basis for at least limited cooperation. But realize that activists, by definition, seek something specific and tangible, so talk alone won't move them. Communication would have only limited potential for moderating their opposition, though it could help the organization avoid being an obvious target. These are the suicide bombers and terrorist snipers ready to go to any lengths in their opposition.
Because of their willingness to undertake a no-holds-barred fight, public communication can have little impact on them, though it may impact lessfanatical supporters in the cause. External Impediments Additionally, consider any external impediments such as social, political or economic factors outside an organization that might limit the effectiveness of a public relations program.
Internal Environment Upstate College is a private liberal-arts college with 2, students, primarily commuters and residents from within a mile radius. Most of the students had average grades in high school. They selected Upstate because of its reputation for small classes, reasonable tuition and practical programs. In the past, about half the graduates went into the workforce and half transferred to four-year colleges and universities.
The college has a news bureau and marketing office with a one-person staff assisted by freelancers and alumni volunteers. The office has equipment for desktop publishing, and the college publishes a weekly student newspaper and a quarterly alumni newsletter and oversees a Web site. It has only a token advertising budget.
Public Perception Upstate College sees its reputation as being beneficial, relatively inexpensive, practical and an essential ingredient in the educational mix of this part of the state. External Environment Higher education has been a relatively noncompetitive environment until recent years, when lower numbers of students, fewer funds and more alternatives for students have combined to create a climate that is somewhat competitive, though not unfriendly.
Competition includes a private four-year college with very high entrance standards and even higher tuition, a large state university with entrance standards similar to Upstate's and about half the tuition, and a community college with only token costs, minimal entrance requirements and a background and continuing reputation as a trade school.
Upstate City recently has lost several major employers, and weakening family finances have begun to affect the ability of some Upstate College students to remain full-time students.
Research reveals declining numbers of students in most area high schools, indicating a shrinking pool of traditional-aged candidates for college. Additionally, general research reveals growing educational opportunities for Web-based distance learning. Here is the analysis for Tiny Tykes Toys.
Internal Environment Tiny Tykes Toys manufactures toys for infants and toddlers. It recently voluntarily recalled one of its crib toys, a plush animal doll with a shiny nose.
When babies chewed on the nose, it secreted an indelible green dye into their mouths and on their faces that lasted for several months. The dye was harmless, but the consumer lawsuits minor and resulting publicity major and sensationalized have caused a decrease in sales of other Tiny Tykes toys. The company has union workers and 27 management staff.
Unrelated to the recall, but happening around the same time, a small but vocal group of employees began agitating for increased pay and shorter working hours. Public Perception The recall endangered the company's reputation for quality among stockholders, consumers, pediatricians and other interest groups. Opportunities and Challenges of Sports Public Relations.
Tourism: More Than Sightseeing. Health Communication. Public Relations Support of Educational Institutions. Public Relations in Grassroots Organizations. Government Relations and Lobbying. An Overview of Global Communications. Global Public Relations in Different Settings. Supplements Instructor Resource Site edge. You can still access all of the same online resources for this title via the password-protected Instructor Resource Site. Student Study Site edge.
Dr Joyce Costello. Report this review. Key features. Expanded content on the role played by women and people of color in the evolution of modern PR gives attention to historical figures that have been overlooked by other textbooks to inspire the next generation of PR professionals. Enhanced analysis of social media and the vital role of digital communications in strategic communications is reflected in several chapters through in-depth reviews of these game-changing factors. New content and insights address the growing interest in social responsibility and sustainability initiatives including CEO and investor social activism; employee preference for jobs with social purpose; and consumer demand for ethical brands.
At the end of chapters, students explore various aspects of socially responsible communication to address the PR challenges. Socially Responsible Case Studies in each chapter illustrate the key responsibilities of a modern PR professional such as media relations, crisis communications, employee communications, applied communications research, and corporate and government-specific communications.
Each case features problem-solving questions to encourage critical thinking. Social Responsibility in Action boxes feature short, specific social responsibility cases to highlight best practices and effective tactics, showing the link between sound PR strategies and meaningful social responsibility programs.
Insight boxes highlight important or unique topics in each chapter and can be used to spark classroom discussion. For instructors.
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