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Public Relations Strategic Planning
Noel Turnbull, Adjunct Professor RMIT University, Director Growth Solutions Group
What is strategy?
What it’s not!
Objectives recast as strategy
The tools which implement a strategy
A bright idea
Why campaigns fail
Unclear objectives Unclear diagnosis of the problem or opportunity Confusing objectives with strategy Focussing on tools rather than strategy. Choosing the wrong tools Ignoring sociological/demographic reality Being ill-informed, arrogant, big-headed and
short- sighted
So – how do we think strategically?
Some thoughts from Kenichi Ohmae:
- Problem dissection
- Analysis and weighting of the elements of the problem
- Scenario development based on different elements, options configuration
- Creative re-integration
What does this mean?
In simple terms, define the real problem or opportunity and then identify the best overall approach to achieving the objective.
and the key is………
Knowledge
How do we acquire knowledge
* Your experience, expertise, existing intellectual capital.
* Research
* Discussion
Some practical examples…
Objective: Find the right partner
Strategy: Define the opportunity and
how to approach it
Tactics: How you go about it
Some practical examples
Objective: Become the biggest
PR company in Australia
Strategy: Add so much value to
clients that we grow the
business Tactics: How we go about it
New news about old products
Marketing objective: Increase pet food sales Marketing strategy: Increase dog and cat ownership PR objective: Persuade people to acquire a pet PR strategy: Communicate the benefits of pet ownership PR programs: Joys: pet contests, mall exhibits, photos,
spokespeople Rewards: funded research, symposia, publications
Source: The Petfood Institute’s “Pets are Wonderful” program
Why planning is important ?
A disciplined management tool Focuses vision and priorities Establishes common understanding and
accountability measures Ensures a proactive approach Roadmap for internal and external work
INDUSTRIAL AGE STRATEGY KNOWLEDGE AGE STRATEGY
Looks out toward the future Looks back from the future
Strategy of position Strategy of movement
Focus on tangible resources Focus on intangible resources
Elitist, top down Open, participative
Forecasting based and analytical ‘Foreseeing based’ combining analysis with insight and creativity
Done by specialist Can be open to employees and stakeholders
Typically 3 year timeframe Typically 10 – 15 year context or dynamic envelope of timings
Done periodically, annually Done continuously – all year round
Procedural and document based ‘Way of thinking’ based
Assumes sector remains the same Assume sector convergence
Old and new approaches to strategic planning
A quick guide to planning – the Socratic approach
What do we want to achieve? What is the situation in which we want to achieve
it? Who are the people we need to talk to? What should we say to them? How should we communicate with them? What tools should we use? How much can we devote to saying it? How do we know if we have been heard?
Or alternatively…..
Objectives Situation analysis Target audiences Key messages Strategy Implementation Budget Evaluation
Planning and management model
‘How did we do?’
Assessment
‘What’shappening
now?’
SituationAnalysis
‘How and when do we do and
say it?’
Implementation
‘What should we do and say and
why?’
Strategy
1. Defining public
relations problems
4. E
valu
atin
g
the
prog
ram
2. P
lannin
g an
d
Progr
amm
ing
3. Taking action and
comm
unicating
Old model limitations
Too focused on campaigns and programs Too focused on communications, not actions Rooted within existing stable of communication
techniques Not interactive enough Too deterministic Insufficiently flexible Lacks process for organizational alignment Inhibits the reinvention of our role
All the following slides are copyright Noel Turnbull and Lelde McCoy
THECORPORATION
Business partnerships and alliances
Corporate Brand
Bus
ines
s P
artn
ers
Loca
l
Prospective Employees Internal General Public
Financial
The MediaGovernment(s)The TradeInfluential Groups
Custom
ers
Impersonal PresentationLiteraturePoint of Sale
New
Med
iaP
erm
anen
tM
edia
Direct Marketing& Correspondence
Personal
Presentation
Corporate &
Marketing P
RProducts/Services
AdvertisingSponsorship
Country of Origin
The Industry
An emerging model
An emerging model
Strategic foresight principles Issues management thinking on
prioritization of stakeholders Stewardship models Fleischer’s new public affairs model
Fleisher’s emerging PA model
PA managed as a year round process Cultivating and maintaining enduring stakeholder
relationships Influencing stakeholders using refined information Managing the grassroots Communicating in an integrated manner Continually aligning values and strategy with the
public's interests Improving external relations using the accepted
facets of contemporary management practice
Principles for a new model
Must build knowledge and capability in the organization
Constituency based approach A process of establishing action priorities Primarily a creative activity, not just analytical Goal is to create a responsive organization Test strategy and activity against corporate standard
for values, reputation drivers and organizational ethics Imperative to include processes to make things
happen Continuous monitoring and evaluation Logical linkages between planning phases
An alignment model
Alignment with business and organizational strategy
Alignment with organizational values, reputation drivers and positioning
Alignment in setting priorities and allocating resources effectively
Alignment with people and supporting systems
Source: The above and following slides are the intellectual property of Noel Turnbull and Lelde McCoy
BUSINESS/ORGANISATIONAL
STRATEGY &BENCHMARKS
ALIGNMENT: CONTINUITY / INTERACTIVITY / ENGAGEMENT / INTEGRATION / INBUILT EVALUATION
An alignment modelUNDERSTAND
VISION/ VALUES/ETHICS
ENGAGE WIT
H
ORGANISATIO
N
STRUCTURES
& BEHAVIO
URS
DEVELOP STRATEGY
& IMPLEM
ENTATION
ACTIONS
ANALYSE RISKS
& OPPORTUNITIES
RESEARCH
STAKEHOLDERS/
PUBLICS
SET PRIORITIESAGAINSTBUSINESS
STRATEGICPRIORITIES
The step-by-step process
What’s involved ? Six stage process starting with core
understanding of business strategy and priorities Underpinned by series of checkpoints for
alignment and planning linkages as well as organizational engagement strategies
Each stage has information outcomes for management
Continuous evaluation and improvement input
Core understanding
What is the business strategy ? What are the business’ benchmarks for
success? What is the desired organizational
positioning ? What relationships, behaviors and
reputation drivers are essential to achieving success?
Stage one – understand vision, values, ethics
Analyze vision, mission and values Monitor corporate commitment to vision, mission
and values Analyze corporate, industry or professional ethics
codes Assess corporate responsibility/governance
performance against appropriate benchmarks Monitor the “grapevine” Do the vision, values and ethics reflect the reality
of the organizational culture?
Outcome: Cultural diagnostic/mapping report
Stage two – risk and opportunity analysis
Conduct issues monitoring and environmental scans locally and globally
Analyze competitive behaviors and threats Use standard analytical tools :SWOT, PEST,
Porter model Undertake scenario planning :what ifs? Constantly retest internal perception against
external realities
Outcome: Risk and opportunity profile
Stage three – research stakeholders and publics
Categorize risks, threats and opportunities according to priorities around:> capacity to impact on survival/success> probability> capacity to influence> impact on individual organizations versus group
influences Use benchmark stakeholder research to
identify key relationship needs
Stage three – research stakeholders and publics
Prioritize stakeholder relationships by:> involving and engaging those directly interested> allying with those with mutual interest in
problems/opportunities> distancing yourself from exploiters> establishing dialogue with monitors
Establishing two-way comms with priority groups Identifying corporate behaviors as they impact on
relationships eg.CRM, quality
Outcome: Profile of priority stakeholders and publics
Stage four – set priorities with business priorities
Identify key business success factors Understand implications of corporate structures for
communications management delivery Analyze priorities in product, service, value delivery Understand corporate infrastructure roles and
contributions Identify corporate and line management
communication needs in the business strategy context Assess communications capabilities within the
organization
Outcome: priority chart
Stage five – strategy development
Insights and imagination Policies and positions Corporate actions Corporate messages Tactics
Outcome: strategy matrix
Stage five – strategy development
Set objectives Set/align policies and positions Identify themes, styles, actions and messages,
approaches and campaigns Integrate activities across range of corporate activities Assess resource needs Allocate resources again business priorities Assess where resources can be most appropriately
applied Build in capacity for opportunity-based activities Monitor consistency between behavior and
communications
Stage six – organizational integration
Engagement with managers and staff Integration with systems, processes,
practices and behaviors Co-ordination mechanisms Communication and information systems Ongoing reporting cycle
Outcome: alignment map
Where is the evaluation stage ?
EVERYWHERE - the model is based on continuous evaluation against the initial benchmarks which will change as business strategy evolves
Measurement and evaluation
Use stakeholder relationship measurement system
Monitor data on corporate behaviors Monitor/evaluate specific
campaigns/programs Establish feedback loops Monitor issue maps and environmental
scans Feedback data into planning loop