1. PBRL: 1010
Strategic Planning
Defining the problem

2. Objectives
• By the end of class, you should be able to:
• identify the role research plays in PR program
management
• analyze how the four-step problem solving process
applies to the PR field
• synthesize materials related to problem statements
into crafting a useful statement
• apply understanding of the public relations problem
solving process to the development of a strategic
plan (step one) for a client

3. “Research is the most powerful tool
available to the applied practitioner”
- Dr. Edward Robinson
Source: Cutlip, S. , Center, A. & Broom, G. (2006). Effective Public Relations (9th ed.). Pearson Prentice Hill.

4. Four-step problem
solving approach
• Define the problem (or opportunity)
• Planning and programming
• Taking action and communicating
• Evaluating the program

5. Four-step problem
solving approach
• Define the problem (or opportunity)
• probing and monitoring knowledge,
opinions, attitudes and behaviours of
those concerned with and affected by the
acts and policies of the organization
• provides the foundation for the rest of
the plan

6. Four-step problem
solving approach
• Planning and programming
• Information gathered in step one informs
decisions about publics, objectives, action
and communication strategies, tactics and
goals

7. Four-step problem
solving approach
• Taking action and communicating
• Implementation of decisions made in step
three including:
program of action and communication
designed to meet the specific objectives for
each public to accomplish the program
objective

8. Four-step problem
solving approach
• Evaluating the program
• final step -- accessing the preparation,
implementation and results of the program.
• adjustments are made while program is
being implemented based on feedback

9. Four-step Public Relations Process
-- The model
1. Defining the
4. Evaluating the problem
program
How are we doing, or “What’s happing now?”
how did we do?
Assessment Situation analysis
Implementation Strategy
2. Planning &
3. Taking action & programming
“Who should do and say it?
communicating When, where and how?”
“What should we do and say,
and why?”
Source: Cutlip, S. , Center, A. & Broom, G. (2006). Effective Public Relations (9th ed.). Pearson Prentice Hill.

10. The role of research
• reduces uncertainty
• scientific alternative to tenacity, authority and
intuition
• enables the presentation and advocation of
proposals supported by evidence and theory
• can take the form of systematic listening (feedback
tells the communicator how the message is being
received). Failure to listen can result in purposeless
“communications”

11. Defining the problem
“What’s happing now?”
• Begins with a value judgement - something is
wrong or could be better
• organization goals provide the criteria for
making such judgements
• objective, systematic research task that
answers: the dimension of the problem,
factors that contribute to/or alleviate the
problem and what publics are involved?

12. Problem statement
• written in present tense
• is specific, measurable and answers:
• what is the source of the problem?
• where is this a problem?
• when is this a problem?
• who is involved or affected?
• how are they involved or affected?
• why is this a concern to the organization and publics?

13. Group discussion/activity
Formulate a problem statement based on the description
provided in class
Remember
• what is the source of the problem?
• where is this a problem?
• when is this a problem?
• who is involved or affected?
• how are they involved or affected?
• why is this a concern to the organization and
publics?

14. Situation analysis vs.
problem statement
• Problem statement is a concise statement
or paragraph
• Situational analysis is all that is known
about a situation
• all background information
• often referred to as “fact book”
• Internal and external factors provide
information required to inform a SWOT analysis

15. Situational analysis
• Internal factors
• organization policies, procedures and actions
related to the problem statement
• review of perceptions and actions of key actors
in the organization , structures and process of
organizational units relevant to the problem and
history of the organization’s involvement
• communication audit
• organizational almanac

16. Situational analysis
• External factors
• systematic review of the problem situation
outside the organization
• stakeholder analysis
• Van Leuven’s theory

17. Content of situation
analysis
Class activity
• List examples of internal factors
• List examples of external factors

18. SWOT Analysis
• SO strategies: build on organizational strengths to
take advantage of opportunities in the external
environment
• ST strategies: build on organizational strengths to
counter threats in the external environment
• WO strategies: attempt to minimize organizational
weaknesses to take advantage of external
opportunities
• WT strategies: attempt to minimize both
organizational weaknesses and environmental
threats

19. Research
“You cannot practice public relations today --
successfully or effectively without research”
Source: Cutlip, S. , Center, A. & Broom, G. (2006). Effective Public Relations (9th ed.). Pearson Prentice Hill.
• Informal or “exploratory” methods
• personal contacts, key informants, focus groups and community
forums, advisory committees and boards, ombudsperson, call-in
telephone lines, mail analysis, online sources and field reports
• Formal methods
• secondary analysis and online databases, content analysis and surveys