Description

After watching the “Focal, Filler, Flair” TedX video below, answer the following questions:

1) Considering what we have learned this term about presenting, what was your initial reaction after watching the video?

2) Reflecting on what we learned and discussed in Weeks 1 & 7, what is your personal “focal, filler, and flair”? How does it guide you in your career (or how will it guide you in your future career)?

3) Any other thoughts or comments.U.S. Copyright Law (title 17 of U.S. code) governs the reproduction and redistribution of copyrighted material. Downloading this document for the purpose of redistribution is prohibited. PLANNING FOR PUBLIC RELATIONS AND MARKETING 6 EDITION LAURIE J. WILSON, APR, Fellow Brigham Young University JOSEPH D. OGDEN Brigham Young University Kendall Hunt publishing company Cover images used under license from Shutterstock, Inc. Kendall Hunt publishing company www.kendallhunt.com Send all inquiries to: 4050 Westmark Drive Dubuque, IA 52004-1840 Copyright 1995, 1997, 2000 by Laurie J. Wilson Copyright 2004, 2008, 2015 by Kendall Hunt Publishing Company ISBN 978-1-4652-9774-7 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the copyright owner. Printed in the United States of America 14 chapter i The relationship-building approach to communications © Micael Jung/Shutterstock.com that the strength of the association is determined by the salience of shared values that place a priority on people. It is important to note that durable relationships are not created out of rationalist, bottom-line business man­ agement techniques. They are created and strengthened through mutual trust, respect, cooperation and benefit. Trust is based on honest communication and is a prereq­ uisite of cooperative relationships as well as a tangible result. The strategic communications planning matrix o QP ANALYTICAL ° PROCESS A process in which action in each step is determined by the information acquired and decisions made in previous steps. Now that we have established a strategic role for communications in developing relationships, we are able to implement the planning that will accomplish specific objectives and is targeted at publics immediately important to the organization. If we have worked to identify and assess our strategic relationships, the selection of key publics for any particular communication or marketing effort will be simplified and much more accurate. We have less chance of omitting a critical public, and we know more about all of our publics. Part of our research is already done. We are also bet­ ter prepared to send messages because our relationships with organizational publics have been maintained and strengthened in our overall approach to marketing and communication. A strategic, analytical approach to an organization’s communication is absolutely requisite. Public relations has used the four-step RACE model — research, action planning, communications and evaluation — but making that process truly analyti­ cal, so that each step is determined by the information acquired and decisions made in previous steps, is a challenge. Incorporating feedback during implementation and making needed alterations to ensure success is even more difficult. Effective practitioners are doing the kinds of research and measurement that helps to make wise decisions. But doing so requires a framework for applying what we have learned through research. It is not enough to discover the attitudes, values and beliefs of a segmented de­ mographic public; we must interpret those in terms of the issue or problem at hand and predict future behavior. Determining that a public’s self-interest regarding a certain issue is the health and welfare of its children is of no use unless we then formulate messages that emphasize the health and welfare of the target public’s children. Identifying certain targeted media as the best channels to deliver messag­ es to a segmented public does us no good if we then shotgun the message through mass media. The 8-Step Strategic Communications Planning Matrix introduced in this chap­ ter was inspired in the early 1990s by the faculty at Brigham Young University in Provo, Utah. It was designed to direct problem solving analytically, using research to chapter i The relationship-building approach to communications make decisions in each step of communication planning and implementation. The matrix is the tool we use throughout this book to support the strategic communi­ cations planning process. The process begins with the identification of a problem or opportunity that sets the stage for background research and a situation analysis based on the research. It outlines additional research necessary for decision-making that will take place in the planning and implementation processes. The planning process then starts with setting a goal that directly resolves the identified challenge. This goal may or may not be a tangible, measurable out­ come. You next move forward to determine objectives — specific and measurable outcomes — that will ensure the accomplishment of the goal. Next you will want to think creatively about a “big idea.” This will be an overarching strategy and mes­ sage that will appeal to all publics. Specific key publics are then selected, messages determined and strategies and tactics designed to send those messages. Calendaring, budgeting and evaluation are also addressed in a strategic way, using research as the foundation for decisions in each step. The Strategic Communications Planning Matrix enables professionals in com­ munication and marketing to address problems and issues of concern to organiza­ tions in a strategic way, in concert with the overall organizational goals and objec­ tives. It is enhanced by the understanding of how each organizational public forms a strategic relationship. Planning is simplified because of the nature and direction of the cooperative relationships already established, and implementation is made easier because of established channels of interaction and a predisposition on the part of the publics within cooperative communities to give heed to the organiza­ tion’s messages. The global business community is rebounding from a crisis of trust. The crisis was precipitated by neglecting the relationships that are key to our success. We neglected those relationships because we were so focused on short-term profit measures that we were unable to see the necessity of strong, trust-based relationships as crucial to long-term survival. In the past 25 to 30 years, public relations scholars and communication profes­ sionals have been struggling to return the practice of the organization’s communi­ cation to its strategic role and function. Recognizing that we evolved away from, rather than toward, the strategic counseling role we should be serving, we have examined our roots in communication as well as current trends in business, society and technology. Essentially, we are now in a better position than ever in terms of driving relationship building within organizations. We must systematically track the status of those relationships to ensure appropriate allocation of resources over the long term. Within the context of those relationships, we can more effectively use tradi­ tional analytical and strategic planning to solve organizational problems. The Stra­ tegic Communications Planning Matrix provides one of the best tools available to approach all communications challenges and opportunities within the trust-based relationship framework of today’s successful organizations. STRATEGIC COMMUNICATIONS PLANNING An approach to communications planning that focuses actions on the accomplishment of organizational goals. 15 16 chapter 1 The relationship-building approach to communications 8-STEP STRATEGIC COMMUNICATIONS PLANNING MATRIX 1. BACKGROUND Planning begins with a synthesis of primary and secondary research. It provides background information on the industry, external environ­ ment, client, product, service or issue. It includes a market analysis and segmentation study that identifies current trends in opinions, attitudes and behaviors. Resources such as staffing, facilities and intervening publics are also identified. 2. SITUATION ANALYSIS The situation analysis consists of two paragraphs. The first paragraph is a statement of the current situation and a description of the challenge or opportunity based on research. The second paragraph identifies poten­ tial difficulties that could impede success. 3. CORE PROBLEM/ OPPORTUNITY The core problem/opportunity is a one-sentence statement of the main difficulty or prospect including likely consequences if not resolved or realized. 4. GOAL AND OBJECTIVES Goal The goal is a one-sentence statement of the overall result needed to solve the problem or seize the opportunity. The goal does not have to be quantified. Objectives Objectives are numbered or bulleted statements of specific results that will lead to the achievement of the goal. Objectives must be specific, written, measurable, attainable, time-bound, cost-conscious, efficient and mission-driven. If objectives are clear, key publics become obvious. 5. BIG IDEA, KEY PUBLICS, MESSAGES, STRATEGIES AND TACTICS Big Idea A “big idea” is a creative, overarching strategy and message that appeals to all publics you will target. Describe your big idea in one sentence. Then include a bullet for each of these three components: Big idea strategy, message and visual representation of the idea. An optional fourth bullet could be a slogan that encapsulates the big idea message and strategy. Key Publics Key publics include a description of each group that must be reached to achieve the goal and objectives. Identify: • Objectives accomplished by key publics • Opinion leaders • Demographics and psychographics • Motivating self-interests • Relationship with organization or issue • Viable communication channels Plan specific messages, strategies and tactics for one public before moving to the next public. chapter Messages i The relationship-building approach to communications Message design is public-specific and focuses on self-interests. Create a small number of primary and a larger number of secondary messages for each public. Primary messages are short summary statements similar to sound bites. They identify a category of information and/or communicate what action you want a public to take. They also tie the desired action to a public’s self-interest(s). Secondary messages are bulleted statements that give credibility to the primary message with facts, testimonials, examples and stories. They provide the ethos, pathos and logos of persuasion. Strategies Strategies identify what a public must do to fulfill an objective and the channel(s) through which messages will be sent to motivate that action. Multiple strategies may be required for each public. Tactics Tactics are the creative elements and tools used to deliver messages through specific channels. A number of tactics are required to support each strategy. Examples are story placements, YouTube videos, Twitter posts, special events, infographics, websites or blogs. 6. CALENDAR AND BUDGET Calendars show when each tactic be

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Description

After watching the “Focal, Filler, Flair” TedX video below, answer the following questions:

1) Considering what we have learned this term about presenting, what was your initial reaction after watching the video?

2) Reflecting on what we learned and discussed in Weeks 1 & 7, what is your personal “focal, filler, and flair”? How does it guide you in your career (or how will it guide you in your future career)?

3) Any other thoughts or comments.U.S. Copyright Law (title 17 of U.S. code) governs the reproduction and redistribution of copyrighted material. Downloading this document for the purpose of redistribution is prohibited. PLANNING FOR PUBLIC RELATIONS AND MARKETING 6 EDITION LAURIE J. WILSON, APR, Fellow Brigham Young University JOSEPH D. OGDEN Brigham Young University Kendall Hunt publishing company Cover images used under license from Shutterstock, Inc. Kendall Hunt publishing company www.kendallhunt.com Send all inquiries to: 4050 Westmark Drive Dubuque, IA 52004-1840 Copyright 1995, 1997, 2000 by Laurie J. Wilson Copyright 2004, 2008, 2015 by Kendall Hunt Publishing Company ISBN 978-1-4652-9774-7 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the copyright owner. Printed in the United States of America 14 chapter i The relationship-building approach to communications © Micael Jung/Shutterstock.com that the strength of the association is determined by the salience of shared values that place a priority on people. It is important to note that durable relationships are not created out of rationalist, bottom-line business man­ agement techniques. They are created and strengthened through mutual trust, respect, cooperation and benefit. Trust is based on honest communication and is a prereq­ uisite of cooperative relationships as well as a tangible result. The strategic communications planning matrix o QP ANALYTICAL ° PROCESS A process in which action in each step is determined by the information acquired and decisions made in previous steps. Now that we have established a strategic role for communications in developing relationships, we are able to implement the planning that will accomplish specific objectives and is targeted at publics immediately important to the organization. If we have worked to identify and assess our strategic relationships, the selection of key publics for any particular communication or marketing effort will be simplified and much more accurate. We have less chance of omitting a critical public, and we know more about all of our publics. Part of our research is already done. We are also bet­ ter prepared to send messages because our relationships with organizational publics have been maintained and strengthened in our overall approach to marketing and communication. A strategic, analytical approach to an organization’s communication is absolutely requisite. Public relations has used the four-step RACE model — research, action planning, communications and evaluation — but making that process truly analyti­ cal, so that each step is determined by the information acquired and decisions made in previous steps, is a challenge. Incorporating feedback during implementation and making needed alterations to ensure success is even more difficult. Effective practitioners are doing the kinds of research and measurement that helps to make wise decisions. But doing so requires a framework for applying what we have learned through research. It is not enough to discover the attitudes, values and beliefs of a segmented de­ mographic public; we must interpret those in terms of the issue or problem at hand and predict future behavior. Determining that a public’s self-interest regarding a certain issue is the health and welfare of its children is of no use unless we then formulate messages that emphasize the health and welfare of the target public’s children. Identifying certain targeted media as the best channels to deliver messag­ es to a segmented public does us no good if we then shotgun the message through mass media. The 8-Step Strategic Communications Planning Matrix introduced in this chap­ ter was inspired in the early 1990s by the faculty at Brigham Young University in Provo, Utah. It was designed to direct problem solving analytically, using research to chapter i The relationship-building approach to communications make decisions in each step of communication planning and implementation. The matrix is the tool we use throughout this book to support the strategic communi­ cations planning process. The process begins with the identification of a problem or opportunity that sets the stage for background research and a situation analysis based on the research. It outlines additional research necessary for decision-making that will take place in the planning and implementation processes. The planning process then starts with setting a goal that directly resolves the identified challenge. This goal may or may not be a tangible, measurable out­ come. You next move forward to determine objectives — specific and measurable outcomes — that will ensure the accomplishment of the goal. Next you will want to think creatively about a “big idea.” This will be an overarching strategy and mes­ sage that will appeal to all publics. Specific key publics are then selected, messages determined and strategies and tactics designed to send those messages. Calendaring, budgeting and evaluation are also addressed in a strategic way, using research as the foundation for decisions in each step. The Strategic Communications Planning Matrix enables professionals in com­ munication and marketing to address problems and issues of concern to organiza­ tions in a strategic way, in concert with the overall organizational goals and objec­ tives. It is enhanced by the understanding of how each organizational public forms a strategic relationship. Planning is simplified because of the nature and direction of the cooperative relationships already established, and implementation is made easier because of established channels of interaction and a predisposition on the part of the publics within cooperative communities to give heed to the organiza­ tion’s messages. The global business community is rebounding from a crisis of trust. The crisis was precipitated by neglecting the relationships that are key to our success. We neglected those relationships because we were so focused on short-term profit measures that we were unable to see the necessity of strong, trust-based relationships as crucial to long-term survival. In the past 25 to 30 years, public relations scholars and communication profes­ sionals have been struggling to return the practice of the organization’s communi­ cation to its strategic role and function. Recognizing that we evolved away from, rather than toward, the strategic counseling role we should be serving, we have examined our roots in communication as well as current trends in business, society and technology. Essentially, we are now in a better position than ever in terms of driving relationship building within organizations. We must systematically track the status of those relationships to ensure appropriate allocation of resources over the long term. Within the context of those relationships, we can more effectively use tradi­ tional analytical and strategic planning to solve organizational problems. The Stra­ tegic Communications Planning Matrix provides one of the best tools available to approach all communications challenges and opportunities within the trust-based relationship framework of today’s successful organizations. STRATEGIC COMMUNICATIONS PLANNING An approach to communications planning that focuses actions on the accomplishment of organizational goals. 15 16 chapter 1 The relationship-building approach to communications 8-STEP STRATEGIC COMMUNICATIONS PLANNING MATRIX 1. BACKGROUND Planning begins with a synthesis of primary and secondary research. It provides background information on the industry, external environ­ ment, client, product, service or issue. It includes a market analysis and segmentation study that identifies current trends in opinions, attitudes and behaviors. Resources such as staffing, facilities and intervening publics are also identified. 2. SITUATION ANALYSIS The situation analysis consists of two paragraphs. The first paragraph is a statement of the current situation and a description of the challenge or opportunity based on research. The second paragraph identifies poten­ tial difficulties that could impede success. 3. CORE PROBLEM/ OPPORTUNITY The core problem/opportunity is a one-sentence statement of the main difficulty or prospect including likely consequences if not resolved or realized. 4. GOAL AND OBJECTIVES Goal The goal is a one-sentence statement of the overall result needed to solve the problem or seize the opportunity. The goal does not have to be quantified. Objectives Objectives are numbered or bulleted statements of specific results that will lead to the achievement of the goal. Objectives must be specific, written, measurable, attainable, time-bound, cost-conscious, efficient and mission-driven. If objectives are clear, key publics become obvious. 5. BIG IDEA, KEY PUBLICS, MESSAGES, STRATEGIES AND TACTICS Big Idea A “big idea” is a creative, overarching strategy and message that appeals to all publics you will target. Describe your big idea in one sentence. Then include a bullet for each of these three components: Big idea strategy, message and visual representation of the idea. An optional fourth bullet could be a slogan that encapsulates the big idea message and strategy. Key Publics Key publics include a description of each group that must be reached to achieve the goal and objectives. Identify: • Objectives accomplished by key publics • Opinion leaders • Demographics and psychographics • Motivating self-interests • Relationship with organization or issue • Viable communication channels Plan specific messages, strategies and tactics for one public before moving to the next public. chapter Messages i The relationship-building approach to communications Message design is public-specific and focuses on self-interests. Create a small number of primary and a larger number of secondary messages for each public. Primary messages are short summary statements similar to sound bites. They identify a category of information and/or communicate what action you want a public to take. They also tie the desired action to a public’s self-interest(s). Secondary messages are bulleted statements that give credibility to the primary message with facts, testimonials, examples and stories. They provide the ethos, pathos and logos of persuasion. Strategies Strategies identify what a public must do to fulfill an objective and the channel(s) through which messages will be sent to motivate that action. Multiple strategies may be required for each public. Tactics Tactics are the creative elements and tools used to deliver messages through specific channels. A number of tactics are required to support each strategy. Examples are story placements, YouTube videos, Twitter posts, special events, infographics, websites or blogs. 6. CALENDAR AND BUDGET Calendars show when each tactic be

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