Public relations strategies and tactics 10th edition pdf download

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EMBED for wordpress. Want more? This chapter will explore the meaning of corporate 38 identity and image. It will then consider identity and image management and conclude 39 with a case study exploring an identity change programme.

To formulate an 48 image, publics interpret an identity in a wider context with broader frames of reference. Many people exposed 22 to these aspects of its identity may well formulate an image of Nike as a high quality 23 and fashionable arbiter of good design.

The 36 Nike case illustrates this well. And, if so, how? Clearly though, controlling identity is not simple or straight- 2 forward. A sans 29 serif typeface, favoured by the tabloids, is often deemed to invoke modernity. The change in visuals was interpreted as 32 symbolising a major ideological shift from hard left to centrist politics.

In addition to avoiding negative 40 connotations, technical, creative, fashion and cost requirements all have to be consid- 41 ered. It includes the existence or absence and distribution of status 48 symbols such as executive washrooms, plush carpets and parking spaces. This aspect 49 will be referred to later as part of a consideration of organisational culture.

Not all organisations want to represent themselves as a 6 homogenised unit though. Some are decentralised and a corporate identity should 7 signal this. Clearly, organisations should involve a range of stakeholders in 22 determining core philosophies and values and clearly communicate the agreed goals. The concept of CSPs fosters a notion of an organic process of 32 developing and communicating organisational images rather than a top—down approach 33 which limits staff to static, agreed perceptions.

And a plethora of recipes for changing organisational cultures are 44 currently on offer. The cultural web illustrates the complexity 31 of organisational culture and, in practical terms, the areas that should be investigated 32 as part of any attempt to audit culture as part of corporate identity.

It could also be argued as being a similar concept to corporate 40 personality. In terms of trying to effect a particular corporate 15 image, however, the notion of a corporate portrait not an actual personality but a care- 16 fully constructed replica of a personality is useful.

Whether this perception was fair or not will be debated 37 elsewhere. The point here is that public relations practitioners must carefully consider 38 the motives and ethics of their practice.

Thus, it is crucial that we probe the structure and meaning 44 of that process of representation. Does this mean that one person really 14 knows the identity of another person after having read his or her passport? Truly 16 to know the identity of people, we must go much further. We must have long discus- sions with them, we must ask them about their tastes and convictions, and we must 18 learn their histories.

Stakeholder analysis techniques discussed in 25 Chapter 6 should be used to identify the relevant stakeholders to be used in the research. So a combination 29 of research methodologies must be adopted, targeted at a range of stakeholders.

These 30 could include content analysis of corporate documents, surveys, focus groups, inter- 31 views and critical incident analysis. Narrowing the gap 42 between actual and desired image is the objective of a corporate identity programme.

As Grunig and Hunt explain, 12 13 Too often, management wants an easy way to gain the loyalty of employees and 14 get more work out of them. For example, 19 if an organisation professes innovation as a core value, but has a highly bureaucratic 20 structure involving layers of decision-making and centralised power, then innovation 21 will not be fostered. Its task is to study and document the way in which the different parts of the 31 organisation present themselves in terms of the three traditional areas of design — 32 factories, showrooms and so on; product, packaging and information material; vehicle 33 liveries, signs, brochures, advertising, instruction manuals and every other form of 34 graphics.

What does it all look like? What message is it meant to convey? Such 6 a plan would often aim to manipulate the variables of corporate identity to ensure they 7 suggest a coherent and desirable personality. But is it really possible to manipulate the 8 appropriate variables symbolism, communication and behaviour effectively? However, consultants sometimes claim just this. Corporate 21 identity can, therefore, never be wholly managed.

Provided readers 25 retain a realistic mindset about what can really be effected, a number of useful multi- 26 step corporate identity management plans are available in the literature: Dowling , 27 Olins , Bernstein , van Riel , Abratt and Ind It should enable 31 the following questions to be answered: 32 33 1 What is our current image? Problem analysis 2 3 4 2. Current positioning 5 6 7 6. Gap analysis 8 9 10 11 3. Translation 4. External image 5. Competition into CI mix research market analysis 12 13 14 15 7a.

Maintaining 7b. Adjusting current 7c. Determination 16 current positioning positioning of new position 18 19 7d. Maintaining 7e. Adjusting 20 CI policy CI mix 21 22 23 8. Determination of 24 consequences for CI mix 25 26 27 28 8a. Personality 8b. Behaviour 8c. Communication 8d.

Symbolism 29 30 31 9. In this adapted version, feedback loops inserted between each 45 type of evaluation and the beginning of the process problem analysis indicate the 46 addition of a further step. The feedback loop 49 also represents the cyclical nature of corporate identity management. It must not be seen as a one off procedure but as an ongoing strategic process.

Feedback loops are credible 8 only if the organisation has the ability to listen to what it hears and the desire to 9 act upon what it discovers. At that time, research was just beginning to demonstrate the link between 26 poverty and ill health.

The College worked to improve standards of health and living 27 conditions and campaigned for the introduction of district nurses to care for women in 28 their homes. Within a generation, infant mortality in Scotland was reduced by 50 per 29 cent. Some 3, students from 50 countries worldwide study a wide range 35 of subjects, from dietetics to drama, from radiography to retail business and, of course, 36 corporate communication.

However, 49 it aims to achieve the university title by Rather than inserting the new word into the existing logo 9 however, the Principal and senior management recognised the necessity of a more funda- 10 mental and wide-ranging corporate image audit to help the University College achieve 11 its future strategic aims. Not 13 just thinking about how we look, but about our culture, our values, and how we commu- 14 nicate an accurate image of who we are. Having expounded often dearly held opinions, partici- 6 pants could then be led through the group processes17 up the conceptual ladder to a 7 stage when valid and interesting views were proffered.

Some were commonly well regarded by 15 participants whilst different publics held distinctive views about some important aspects. This is particularly 13 interesting in relation to the discussion of consistency above.

Figure 7. The 35 new visual identity will be consistently used across applications ranging from letter- 36 heads to vehicle livery, uniforms to websites. Symbolism has 41 clearly been affected by the QMUC corporate identity plan. But what about the other 42 important aspects, behaviour and communication? A number of 45 initiatives have been launched in response. Staff are involved in determining their own criteria for success. My job is to look at the way we need to behave 33 in order to deliver in these areas.

Then, a full attitudes 37 survey has been commissioned to determine staff views. As Wright 44 explains, 45 46 Our research will identify the management style needed to help QMUC develop and 47 achieve future success. We will then design a training programme to help effect 48 this approach. I anticipate that it will involve developing coaching skills associated 49 with empowering staff and a communication style aimed at giving and receiving feedback.

Broadly speaking, corporate 6 identity was originally seen as the visual symbols an organisation used such as logos, 7 house style and other representations associated with design.

For some practitioners, 8 that view still persists. However, more recently the concept of corporate identity has 9 been broadened to include linkages between corporate strategy and communication. For a more detailed consideration of the concept, see Chapters 4 and 6. For further 36 information refer to Vernelle 28—9. The interactive corporation tries to get a reasonably accurate agenda 23 of public issues that it should be concerned with.

An oft-quoted 33 example of this is the growing importance of the environmental lobby. Issues management is therefore preventative. This version of events is then picked 31 up by credible individuals or groups in the dissemination phase. The example quoted by Femers et al. The 35 problem with the chip eventually cost Intel several million dollars. In the third, estab- 36 lishment, phase, popular media deal with the issue and it becomes known to a large part 37 of society. Finally, public interest declines and the issue drops off the media agenda.

Accompanying 45 this has been a substantial rise in support for pressure groups that target those multi- 46 national corporations in order to highlight their polices on. He also warns against the rise 8 of anti-scientism. John Vidal 13 reported that shareholders in Huntingdon Life Sciences, which tests on animals 14 for the pharmaceutical industry and has been the focus of much pressure group activity, 15 had been sent a letter by the British Union for the Abolition of Vivisection Reform 16 Group AVRG that warned them to sell their shares or face having their homes pick- eted.

One individual who refused had been the victim of a peaceful demonstration 18 outside his house. Companies are having to become more aware not only of their own 19 policies, but of those of other companies that they may invest in. Few companies 27 had corporate strategies in place to deal with the problem, and tended to rely on media 28 publicity to get their message across rather than taking a strategic approach to the issues 29 raised by pressure groups Hamilton Michael Murphy notes the importance of cultural identity.

Whilst 36 huge trading blocs such as the European Union have been established, and trends towards 37 deregulation in the marketplace are apparent, there has also been a growth in national- 38 ism.

This has manifested itself in the UK in devolution to the national assemblies in 39 Wales and Scotland. Greater access to information allows people to make 46 more informed choices. Lobbying can be either defensive, designed 14 to abolish or amend an existing law, or offensive, aimed at pushing the authorities to 15 create a law. An example of offensive lobbying was the successful Snowdrop Campaign 16 by parents of children killed at Dunblane, which quickly forced a change in the regulations on private hand guns.

The key to lobbying is to understand the legisla- 18 tive process, and how that of the UK and the different national assemblies operate 19 within the European Community. Increasingly, competition on an international scale 20 means that it is necessary to take wide-ranging cultural and legislative practices into 21 account. For example, Shell found that its decision to dispose of Brent Spar in the 22 North Sea provoked a reaction from pressure groups across Europe.

In the end, despite 23 the rationality of its argument, a well-orchestrated campaign caused the company to 24 change its policy.

He also noted that groups are not equal in 28 wealth and while some can hire public relations consultants, others cannot. The later a campaign begins, the fewer 36 choices are open. Miller Roche 23 names four common lobbying mistakes: 37 38 1 Contacts are no use unless you have a sound case. They may 46 take on an in-house specialist, as is most likely in large organisations that need to 47 be constantly aware of issues and legislation.

However, there have been calls for 5 regulation of this process see Chapter 5. The problem remains that many lobbyists are not members of any 13 of these professional associations and so cannot be governed by any of their rules.

Bryceson still carries out 15 lobbying work on a pro bono basis for certain special interest groups he supports. Where 16 does lobbying start — is it only when someone is paid to do it that regulation comes into play?

This changed the way that lobbyists worked and shifted emphasis onto 24 government advisors. Parliament was also noticeably younger and contained more 25 women and ethnic MPs.

Relationships had to be formed between lobbyists and these 26 new MPs. By simply paying attention to an issue and 48 neglecting others, the media will affect public opinion. Over 90 per cent of answers are 8 written, and are a good way to bring a matter to the attention of Ministers and other 9 MPs. Lobbyists may seek to persuade an MP to ask a question on behalf of a particu- 10 lar organisation or to support a particular cause.

All questions and answers appear in 11 Hansard. Whitehall departments and the European Commission draft policy and 23 implement decisions formally made by Ministers and Commissioners. Advisory 27 committees and task forces in the UK and Committees of Experts in the EC, made up 28 of outside specialists, may also act as consultation bodies.

The European 43 Council consists of all heads of state and meets twice a year. The Council of Ministers 44 includes ministerial representatives of the member states, in proportion to their popu- 45 lations.

The Presidency is held by member states in turn. These institutions are supported by 49 civil servants and other advisers. The legislative process is mainly governed by the Council, the Commission which has the right to initiate proposals and the Parliament.

Professional lobbyists would be 20 expected to know which element of the system to approach and how that element would 21 wish to be treated. By treating receivers of information as stakeholder publics, lobby- 22 ists can increase the likely success of their case. Due thought needs to be given to how 23 the system would receive the information and respond to it. Miller also suggests that 24 the bulk of issues are settled by negotiation, rather than by a simple lobbying process.

Some of the global organ- 33 isations have competing priorities. The World Bank places an emphasis on cash crops 34 like tobacco over subsistence farming, yet the World Health Organization discourages 35 tobacco use. The remit of the new body was still 40 to investigate and report on proposed mergers, but the emphasis shifted towards consid- 41 ering whether decisions would mean better services for consumers. The chair of the 42 Commission Dr Derek Morris stated that the Commission would prioritise consumer 43 interest over all others, and that its proceedings would be more transparent.

But the importance 48 of support from third parties has grown. Whilst members of the public were not able to make 3 submissions, they were able to attend hearings which previously would have been held 4 in private Freeman Railtrack has a long-term national agenda. The second case study 8 looks at the Voice of the Listener and Viewer VLV , a small pressure group depen- 9 dent on member subscriptions for its income.

Despite this, VLV has held several confer- 10 ences with well-respected speakers and has been invited to submit responses to 11 government bodies.

The company owns the rail infrastructure, including track, signals, bridges and all 2, stations. Whilst privatisation freed Railtrack from the necessity 18 of approaching the Treasury each year to gain funds to keep the trains running for the 19 next twelve months, the rail industry receives a substantial although decreasing level 20 of public subsidy and is therefore accountable to the government.

Privatisation has also 21 increased expectations of the industry, not only from politicians but also from the general 22 public. Whilst Railtrack does not run trains, and its customers are the train operating 23 companies rather than passengers, the infrastructure obviously substantially affects the 24 travelling experience.

The Labour government 31 is also pro-public transport and wishes to operate in partnership with business. With 32 the Strategic Rail Authority emerging under the responsibility of the Department of 33 Transport, Environment and the Regions, Railtrack needs to have a coherent and consis- 34 tent public affairs policy. Whilst 39 the latter have an important role to play in helping you shape strategy and key 40 messages, it is important that the company is seen to lead in contacting politicians 41 and civil servants.

We are moving to a situation where we are retaining an agency 42 on an ad hoc, project basis rather than on a retainer, but we are predominately doing 43 the work ourselves, in-house. Whilst the team has increased in strength and moved 44 from being a mere packhorse to being involved in strategic thinking, there are still 45 only four people in my team.

We have to be more cerebral than that. No lobbying is better than 49 bad lobbying. If you mess it up, it can have a negative effect so that it is harder to make an approach the next time. But 16 the surest way to the hearts and minds of MPs is to break it down to constituency sized chunks. I can then make an indi- 25 vidually targeted package of information for each MP which will contain details of 26 what we are doing in their patch.

On average, we have at least one MP visit to a 27 station site each week, where they can don a hard hat, see what work we are doing 28 and get local coverage in the media. Improvements to station surfaces, better disabled 29 access, more bike racks, repairing the clock tower, they can see what they are getting 30 for the money. We can analyse where complaints are 33 coming from and what those complaints are, whether it is vibration from trains, 34 noise or vandalism, and match our activities to their agenda.

We want to stop the 25, people who write to us complaining from 37 writing to their MP. You have to be careful not to negotiate through 3 the media, with government ministers feeling like they have been ambushed by 4 reading something in the media which they should have heard directly from you. A close relationship with the Chief Executive 9 and senior directors is essential so that public affairs does not become marginalised. This is in contrast with 14 VLV, described below.

Around people wrote in support of a piece in The Sunday Times calling 23 for an association of listeners, and a public meeting was organised in November We cover both. It aims to safeguard quality and editorial integrity of broad- 46 cast programmes, and promote wider choice. After his 3 appearance, VLV was invited to submit a response to a consultation on audio-visual 4 material conducted by the European Commission.

There is an 9 incredible complexity of issues that we are dealing with. She was concerned that the legislation could 18 lead to the prevention of video recording of programmes. Current objectives include safeguarding Channel 4 as a public corporation. With this small 35 workforce, VLV runs between seven and ten conferences each year, produces a 36 newsletter and various publications, responds to consultations by national and European 37 bodies, and has given evidence to three Select Committees.

The association submitted 38 a response to the panel reviewing the future of BBC funding, recommending the raising 39 of the licence fee. Despite this, prices for attendance 43 are kept to a minimum to ensure accessibility for all. Funding comes mainly from 44 subscriptions and donations. We threat- ened a judicial review and they backed off. In the end the 2 BBC got to keep 80 per cent of the money, which they used to fund development 3 of their digital channels.

Societies have developed various kinds of social 27 rules, such as legal rules, or even the rules of etiquette, which act as a framework or 28 guide to behaviour.

Moral rules are sometimes regarded as just another set of social 29 rules, but societies are structured around moral rules in a peculiarly fundamental way. Most notably there can be clashes between moral rules 32 and legal rules. Nevertheless 36 it is the case that, in all societies, a great majority of people accept that they should 37 adhere to certain fundamental moral rules.

Breaking these rules will meet with sanc- 38 tions of various kinds, from disapproval and ostracism to, in certain cases, legal penal- 39 ties. Moral rules help to structure social relations, and many of the decisions that 40 individuals and businesses make must take account of them. Corporate social responsibility involves the 43 idea of business being proactive in its relationship with a range of social actors and 44 doing more than just trying to avoid breaking moral rules.

A key example of corpor- 45 ate social responsibility in practice is corporate community involvement see Chapter 46 This is certainly not 3 the case. The next section will relate these ethical theories to debates surrounding whether 8 or not social responsibility is desirable at all. Non-cognitivism is the term used to describe the belief that morality 20 is subjective or culturally relative, that is, in regard to moral right and wrong there are 21 only beliefs, attitudes and opinions.

From the consequentionalist perspective we look at the results 30 of actions in order to make a moral judgement about those actions. The classic formulation of this position is that of the 40 English philosopher Jeremy Bentham — Happiness is the only thing desirable as an end in itself and all other things 42 are only desirable as a means to the end of happiness.

For Bentham, therefore, actions 43 are right to the extent that they maximise happiness or, at least, minimise unhappiness. So, for example, if a company was saved from bankruptcy because its 13 image and reputation were enhanced by lies told by company representatives to jour- 14 nalists, this may well be seen as a permissible act.

From a utilitarian point of view the 15 welfare of those human beings whose jobs had been saved is weighed against the 16 breaking of trust with other human beings. This perspective is generally referred to 23 as deontological, from the Greek word for duty deon , and is a doctrine that is primarily 24 associated with the German philosopher Immanuel Kant — Kant argues that 25 ethics is grounded in notions of duty and it follows from this that some actions are 26 morally obligatory regardless of their consequences.

Act in such a way that you always treat 33 humanity. The 38 second formulation centres ethics on the relationship between human beings. Kant 47 actually insisted that if a murderer were to ask you the whereabouts of their intended 48 victim you had a duty to tell them and not break the precept regarding lying.

In both positions there is a 4 status common to all human beings which affords them protection from abuse by others.

In requiring justice of governments, the natural law 15 conferred rights on the governed. The generally agreed list was life, liberty and, some- 16 times, property. They were rights which governments could neither grant nor take away, 18 people possessed them by virtue of being human.

That is, it was no longer deemed to be a contract between govern- 22 ments and people, but rather between the people themselves to set up and empower a 23 government. Wilcox, Glen T. Cameron, Philip H. Ault, and Warren K. Management To succeed, PR must report to top management, unimpeded by any other group. Action True PR cannot take place without ethical, consistent action. No amount of persuasion will cover up for poor performance.

Who is that lady in the blue dress, and why is she with President Bush? Additional order info. K educators : This link is for individuals purchasing with credit cards or PayPal only.

The tenth edition emphasizes the application of the Internet and social media for programs and campaigns. It encourages student to actively engage in critical thinking, analysis, and problem solving. Public Relations: Strategies and Tactics uses real-world case studies and examples to explain the basic concepts and theory behind modern public relations practice.

This comprehensive text is grounded in scholarship and includes references to landmark studies and time-honored public relations techniques. The writing is geared to undergraduates, and many colorful charts and photos are used to enhance major concepts. Download Sample Chapter. This material is protected under all copyright laws, as they currently exist.

No portion of this material may be reproduced, in any form or by any means, without permission in writing from the publisher. Part 1 Role. Chapter 1 What Is Public Relations? Chapter 2 The Evolution of Public Relations. Chapter 3 Ethics and Professionalism. Chapter 4 Public Relations Departments and Firms.

Chapter 5 Research.