The Management and Practice of Public Relations
Public Relations is one business function an organisation cannot decide it does not want. The only option is whether to manage PR as a conscious and deliberate activity, or to leave it to chance and hope for the best - a sure route to bad public relations
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THE MANAGEMENT AND PRACTICE OF PUBLIC RELATIONS Norman Stone
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© Norman Stone 1995 Foreword © Norman A. Hart 1995 Softcover reprint of the hardcover I st edition 1995 978-0-333-60975-0 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 T ottenham Court Road, London W1P 9HE. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. First published 1995 by MACMILLAN PRESS LTD Houndmills, Basingstoke, Hampshire RG21 6XS and London Companies and representatives throughout the world
ISBN 978-0-333-60976-7 ISBN 978-1-349-24158-3 (eBook) DOI 10.1007/978-1-349-24158-3 A catalogue record for this book is available from the British Library. 10 04
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Copy-edited and typeset by Povey-Edmondson Okehampton and Rochdale, England
Contents
List of T abies
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List of Figures
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List of Portfolio Cases
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List of Portfolio Checklists
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List of Portfolio Guidelines
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List of Abbreviations
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Foreword by Norman A. Hart Acknowledgements Introduction
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1 What Public Relations Can Do What Public? 1 Managing PR 2 The Personal Portfolio of PR 2 Setting Realistic Objectives 4 Supporting Business Objectives 5 Awareness and Perception 5 Pulling People In 6 Internal PR 6 Caring PR 7 PR and Marketing 7 Change as an Objective 8 Ask a Policeman 8 The Timescale of Change 9 The KAP Hypothesis 9 No Bouquets 10 An Unusual Objective 11 Planning and Programmes 11 Assessment 13 What PR Cannot Do 14 The PR Perspective 17 An Unwritten Law 17
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Contents
2 Choosing and Using Public Relations
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A Management Function 18 Symmetrical PR 19 Some Management Issues Affecting Stakeholders Recruiting 21 In-House versus Consultancy 23 Outputs, not Inputs 26 Matching Client to Consultancy 27 What Consultancies Earn 27 Staff Deployment in Consultancies 28 Managing Consultancies 28 When In-House and Consultancy Combine 30 Reassurance 32 The Slow Burn 33 PR across Frontiers 33 Managing Information 34 Policy and Operations 34
3 Public Relations and Marketing
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A Difference in Perception 35 Topicality, Credibility, Involvement 36 The Business Market 36 Existing Produd~, Existing Markets 37 New Products, Ex1sting Markets 37
Existing Products, New Markets
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New products, New Markets 38 A Target of Three 38 Changing Markets, New Techniques 40 Re-organised Products, Re-organised Markets New Products, New Methods 40 Own Products, Market Awareness 40 Refreshing the Brand 40 Brand Positioning 42 The Dinosaur Effect 43 Cause-Related Marketing 44 Marketing Support for Intermediaries 45 Product Placement 46 Qualit
