| Term | Definition |
|---|
| RACE Model | A process through which PR might influence public opinion |
| Research | Achieve credibility with management, defines publics, formulate strategy, test messages, need this in order to measure success in last stage. |
| Action | The planning stage - communication plans take place within it. |
| Communication | Execution stage - the most visible part, implementation of decision, goals to inform, persuade, motivate and achieve mutual understanding, be able.. believable, meaningful, understandable. |
| Evaluation | The measurement of results against the measurable objectives set during the planning process. Adequately planned? understand message? were all publics reached? remain on budget? within time frame? |
| ROSIE Model | Research, objectives, strategies, implementation, evaluation |
| ROSIE vs. RACE | ROSIE is a more managerial approach |
| Key Messages | Ensure consistency, go to lines for interviews, create sound bytes, ensures message is communicated to the proper public |
| Budget | Usually divided into staff time and out of pocket expenses. Estimated based on past exp. and requests from vendors. Part of eval includes looking at actual expenses. |
| Calendar/Time | timing of comm. plan/campaign, scheduling/sequencing of tactics |
| Strategy | A statement that describes HOW, in concept, an objective is to be achieved, provides a guideline and them for the program, broad statements, should state key themes and messages. |
| Tactics | Nuts and bolts part of the plan. using communication tools to reach publics. Strategy is supported by this. |
| 4 Ps of Marketing | Product, Pricing, Promotion, Place |
| Target Audience | the specific group of people you are choosing to send you message to. Whoever someone wants to reach in their messaging. |
| Public | Group of people with a stake in an issue, organization or idea |
| Types of Publics | Internal/external, primary, secondary and marginal, traditional and future, proponents, opponents and uncommitted. |
| PR is... | a planned process to influence public opinion through sound character and proper performances. Based on two-way, mutually satisfactory communication. |
| Ethics | following procedures and doing the right thing. |
| PR code | Advocacy, honesty, expertise, independence, loyalty and fairness |
| Functions of PR | Publicity, Planning, Researching, Media Relations, Counseling, Community Relations, Employee Relations |
| Newsworthiness | Proximity, impact, oddity, conflict, known principal, human interest |
| SEMDR | Theory of communication that begins with a source who issues a message to a receiver who then decides what action to take |
| Concentric Circle Theory | Information disseminates from the thinkers to the great disciples to the great disseminators to lesser disseminators. Ideas evolve gradually to the public at large moving in concentric circles. |
| Theory of Cognitive dissonance | People seek information that confirms or supports their attitudes |
| Two-way Asymmetrical Communication | 2 way approach that allows an org. to put its info out and to receive feedback regarding that info. Advocates free and equal flow of info. between an organization and its publics. based on mutual understanding. |
| Two-step Flow Communication | credits mass media with being the dominant influence on public opinion. an organization beams a message to the mass media, which would deliver that message to the great mass. |
| Communication Audit | Strategy and a tactic. Determines staff attitudes regarding jobs, organization's mission, current communication techniques. |
| Crisis communication | Be prompt, frank, and provide all the information to the media, even if you have no new info. to disclose.. tell the media this.. tell it all and tell it fast. |
| Issues Management | Anticipate emerging issues, identify issues selectively, deal with opportunities and vulnerabilities, plan from the outside in, bottom-line orientation, action timetable, dealing from the top |
| Planning issues in a crisis | For each potentially impacted audience, define the risk; for each risk defined, describe the actions that mitigate the risks; identify the cause of the risk; demonstrate responsible management action |
| Battlefield Rules | Set-up media head quarters, Establish media rules (who is available, who isn't, what will and won't be discussed), provide numbers if possible (how many fired, how many displaced, how many perished), don't speculate, feed the beast (do not sit quietly), monitor the media. |
| Ten Principles | speak first and often, don't speculate, don't go off record, stay with the facts, be open and concerned (not defensive), make your point and repeat it, don't wage war with the media, establish yourself as the most authoritative voice, stay calm and be truthful, never lie. |
| What is PR? | Tell the truth and educate your publics - an educated consumer will buy your product. Use signatures to personalize messages and products. |
| How do you achieve a strong PR Presence? | Familiarization trips for press, be flexible, have pertinent things to say (data and info.. don't try to sell), fine line between being commercial and being informative, know deadlines, follow up, use activity shots (not posed shots) |
| Debi's Five Ps | Product, place, people, partners and personalize |
| Crisis | An unplanned problem or disruption. A situation that has reached a climax. |
| Two types of Crisis | Sudden and Smouldering (smouldering ones can be fixed and seen in advance) |
| Indicators you are in a crisis | Escalating events, insufficient information, loss of control, increased scrutiny, siege mentality, panic |
| Goals in a crisis | Terminate the crisis, limit the damage, restore credibility |
Combine with other sets
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