Lecture slides for 219.209

1. PUBLIC RELATIONS PRACTICE
2014
Week 1
!
Dr KANE HOPKINS

2. About me

3. Contacting me
k.hopkins@massey.ac.nz
!
(04) 801 5799 extn 62355
!
@kanehopkins
!
khopkins

4. The boring administration part
Me:
You:

5. The boring administration part
Me:
• Not to make this paper suck
You:

6. The boring administration part
Me:
• Not to make this paper suck
• Return assignments within three weeks
You:

7. The boring administration part
Me:
• Not to make this paper suck
• Return assignments within three weeks
• Provide opportunities for you to learn
You:

8. The boring administration part
Me:
• Not to make this paper suck
• Return assignments within three weeks
• Provide opportunities for you to learn
• Give you what you need to pass
You:

9. The boring administration part
Me:
• Not to make this paper suck
• Return assignments within three weeks
• Provide opportunities for you to learn
• Give you what you need to pass
You:

10. The boring administration part
Me:
• Not to make this paper suck
• Return assignments within three weeks
• Provide opportunities for you to learn
• Give you what you need to pass
You:
• Care

11. The boring administration part
Me:
• Not to make this paper suck
• Return assignments within three weeks
• Provide opportunities for you to learn
• Give you what you need to pass
You:
• Care
• Admin guide > textbook/readings > Stream > each
other > me

12. Assignments
1. Writing a Communication Plan
2. Collateral
3. Exam

13. Tutorials
Thursday 9-10
Friday 9-10
Friday 11-12

14. Tutorials
Thursday 9-11
Friday 9-12

15. SHALL WE BEGIN?

16. ONE MORE THING...

17. ONE MORE THING...

18. 1
Definitions of public relations
Public relations as a process
3
Audiences
2

19. WHAT IS PUBLIC
RELATIONS?

20. ?
• The art of deception
• Smoke and mirrors
• Spin doctors
• Free marketing
• Propaganda

21. It’s about...
... relationships.
Duh!
!
Communication is the
oxygen of successful
relationships

22. What is a relationship?
The state which exists between an organization and its key
publics in which the actions of either entity impact the
economic, social, political and/or cultural well-being of the
other entity.
(Ledingham & Bruning, 1998, p. 62).
!
!
Relationships consist of the transactions that involve the
exchange of resources between organizations.
(Broom, Casey, & Ritchey, 1997, p. 91).

23. The PRINZ Definition
Public Relations shall be defined as
the deliberate, planned and
sustained effort to establish and
maintain mutual understanding and
excellent communication between an
organisation and its publics.

24. A definition for the new era of
public relations
Public relations is a strategic communication
process that builds mutually beneficial
relationships between organisations and
their publics.

25. The Definition Rainbow
DELIBERATE: Public relations activity is intentional. It is designed to influence, gain
understanding, and provide information, and obtain feedback.
PLANNED: Public relations activity is organised. Solutions to problems are
discovered and logistics are thought out. The activity is systematic, requires research
and analysis, and takes place over a period of time.
PERFORMANCE: Effective public relations is based on actual policies and
performance. No amount of public relations will generate goodwill and support if an
organisation is unresponsive to community concerns.
PUBLIC INTEREST: Reputable public relations activity is mutually beneficial to the
organisation and the public; it provides for the alignment of the organisation’s self
interests with the public’s concerns and interests.
TWO-WAY COMMUNICATION: Public relations is more than one way dissemination
of information or materials. It is equally important to solicit feedback.
STRATEGIC MANAGEMENT OF COMPETITION AND CONFLICT: Public relations
is most effective when it is an integral part of decision-making by top management.
Public relations involves counselling and problem-solving at high levels, not just the
dissemination of information after a decision has been made by other leaders.

26. Axioms of
organisation–public relationships
1. Organisation–public relationships are transactional
2. The relationships are dynamic; they change over time
3. They are goal oriented
4. Organisation–public relationships have antecedents and
consequences and can be analysed in terms of
relationship quality, maintenance strategies, relationship
type, and actors in the relationship
5. These relationships are driven by the perceived needs
and wants of interacting organisations and publics

27. Axioms of
organisation–public relationships
6. The continuation of organisation–public relationships is
dependent on the degree to which expectations are met
7. Those expectations are expressed in interactions between
organisations and publics
8. Such relationships involve communication, but
communication is not the sole instrument of relationship
building
9. These relationships are impacted by relational history, the
nature of the transaction, the frequency of exchange, and
reciprocity

28. Axioms of
organisation–public relationships
10. Organisation–public relationships can be described by type
(personal, professional, community, symbolic, and
behavioural) independent of the perceptions of those
relationships
11. The proper focus of the domain of public relations is
relationships, not communication.
12. Communication alone cannot sustain long-term relationships
in the absence of supportive organisational behaviour.
13. Effective management of organisation–public relationships
supports mutual understanding and benefit.
14. The relationship perspective is applicable throughout the
public relations process and with regard to all public
relations techniques.

29. Core components of PR
• Counselling: providing advice to management
concerning policies, relationships, and
communications
• Research: determining the attitudes and behaviours of
groups to planned public relations strategies. Such
research can be used to generate mutual
understanding or influence and persuade publics
• Media Relations: working with mass media by seeking
publicity or responding to the interests in the
organisation
• Publicity: disseminating planned messages through
selected media to further an organisation’s interests

30. Core components of PR
• Marketing Communications: employing a combination
of activities designed to sell a product, service, or idea,
including advertising, collateral, materials, publicity,
promotion, direct mail, trade shows, and special events
• Fund Raising: demonstrating the need for and
encouraging the public to support charitable
organisations, primarily through financial contributions
• Special Events: stimulating interest in a person,
product, or organisation by means of focused
happenings as well as other activities designed to
encourage interacting with publics and listening to
them

31. Core components of PR
• Financial relations: creating and maintaining
investor confidence and building good
relationships with the financial community. This
aspect of public relations is also known as
investor relations or shareholder relations
• Government Affairs: relating directly with
legislatures an regulatory agencies on behalf of
an organisation. Lobbying can be part of a
government affairs program

32. ADVERTISING +
MARKETING ≠ PR

33. PR is NOT Advertising
Adver&sing
Public
Rela&ons
Adver(sing
works
almost
exclusively
through
mass
media
outlets.
Public
rela(ons
relies
on
a
number
of
communica(on
tools
-­‐
social
media,
brochures,
special
events,
speeches,
news
releases,
feature
stories,
etc.
Adver(sing
is
addressed
to
external
Public
rela(ons
presents
its
message
to
audiences
-­‐
primarily
consumers
of
goods
specialised
external
publics
and
internal
and
services.
audiences.
Adver(sing
is
readily
iden(fied
as
a
specialised
communica(on
func(on.
Public
rela(ons
is
broader
in
scope
and
adver(sing,
dealing
with
the
policies
and
performance
of
the
en(re
organisa(on,
from
the
morale
of
employees
to
the
way
the
telephone
operators
respond
to
calls.

34. PR is NOT Advertising
Adver&sing
Public
Rela&ons
Adver(sing
is
oAen
used
as
a
Public
rela(ons’
ac(vity
oAen
supports
communica(on
tool
and
public
rela(ons. adver(sing
campaigns.
Public
rela(ons
func(on
is
to
help
an
organisa(on
thrive
in
complex,
Adver(sing’s
func(on
is
primarily
to
sell
compe((ve
environments.
This
goal
calls
goods
and
services.
for
dealing
with
economic,
social,
and
poli(cal
factors
that
can
affect
the
organisa(on.

35. PR is NOT Marketing
The goal of public relations is to attain
and maintain accord and positive behaviours
among social groupings on which an
organisation depends to achieve its mission.
The fundamental responsibility of public
relations as a management process is to
build and maintain a hospitable environment
for an organisation.

36. PR is NOT Marketing
The goal of public relations is to attain
and maintain accord and positive behaviours
among social groupings on which an
organisation depends to achieve its mission.
The fundamental responsibility of public
relations as a management process is to
build and maintain a hospitable environment
for an organisation.
vs
The goal of marketing is to attract and
satisfy customers (or clients) on a long-term
basis to achieve and organisations
economic objectives. The fundamental
responsibility of marketing as a
management process is to build and
maintain markets for an organisation’s
products or services.

37. How PR Contributes to Marketing
1. Develop new prospects for new markets, such as
people who enquire after seeing or hearing a
product release in the news media
2. Provide third-party endorsements - via newspapers,
magazines, radio, and television - through news
releases about a company’s products or services,
community involvement, inventions, and new plans
3. Generate sales leads, usually through articles in the
trade press about new products and services
4. Pave the way for sales calls

38. How PR Contributes to Marketing
5. Stretch an organisation’s advertising and
promotional dollars through timely and supportive
news releases
6. Provide inexpensive sales literature-articles about
the company and its products can be reprinted as
informative pieces for prospective customers
7. Establish a corporation as an authoritative source of
information on a given product
8. Help sell minor products that don’t have large
advertising budgets

39. PUBLIC RELATIONS
AS A PROCESS

40. The RACE Acronym
R
ESERACH:!
What is the problem or situation?
A
CTION: (programme planning)!
What is going to be done about it?
C
OMMUNICATION: (execution)!
How will the public be told?
E
VALUATION:!
Was the audience reached and what was the effect?

41. Working in PR in NZ
•
•
•
•
Good salaries
Rapid promotion – if you are good
Job satisfaction – good fun
Long hours

42. Loads!
People!
working !
in PR!
Few!
Men!
Women!

43. A Typical PR Job Description
What
you
will
be
expected
to
do:
everything!!!
no, really

44. Reality check
If you want to have a career in public
relations, or any job focusing on
communication, and you are not adept and
experienced at using a range of social
media, then you should consider becoming
an accountant.
!
BEFORE YOU CAN BE A COMMUNICATOR,
YOU NEED TO BE A TECHNOLOGIST

45. AUDIENCES

46. Audiences
We will break audiences into two sections:
1. Publics - academic term
2. Stakeholders - industry term

47. Audiences
We will break audiences into two sections:
1. Publics - academic term
2. Stakeholders - industry term
Publics:!
A group of people who face a similar problem,
recognise the problem, and organise themselves to do
something about it.
Dewey (1927).

48. Audiences
We will break audiences into two sections:
1. Publics - academic term
2. Stakeholders - industry term
Publics:!
A group of people who face a similar problem,
recognise the problem, and organise themselves to do
something about it.
Dewey (1927).
Stakeholders:!
Stakeholders are any individual or group who can
affect or is affected by the actions, decisions, policies,
practices, or goals of the organisation.

49. Wellington: demographic info
• 448,956 people usually live in Wellington Region
• Its population ranks 3rd in size out of the 16 regions
in New Zealand
• Wellington Region has 11.1% of New Zealand's
population
• 69.8% belong to the European ethnic group
• 12.8% of people in Wellington Region belong to the
Māori ethnic group

50. Psychographics
Psychological characteristics that influence the way
people perceive messages
• Psychographics ([psycho]logy + demo[graphics])
behaviours, trends, cultures, and ways of thinking
• Considers beliefs, attitudes and opinions,
- whether deeply held parts of the personality, or
fleeting and inconsequential
• Can be inferred from demographics
• Values and Lifestyles
- consumer segmentation system based on key
attitudes and demographics
Source: Dr Linda Perry

51. Wellington: psychographic info
... prefer natural products and tend to read
product labels on foods
... value young men with skinny legs wearing
tight black jeans (what is that about?)
... enjoy theatre and cultural entertainment
... liberal on social issues

52. And that, my new chums,
concludes your first lecture.
!
Don’t forget:
• Workshops start next week
• Read the freakin readings
• Call your mother. She worries about you