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WHAT IS THE POINT OF PLANNING?
THE ROLE OF PR IN ORGANIZATIONS
AND FOR INDIVIDUALS
Unit Structure
1.0 Objective
1.1 Introduction
1.2 Status of the Public Relations Departments
1.2.1 Position of the PR Department within the Organization
1.3 The PR Sta nce - its relevance to the organization and society
1.3.1 PR versus Social Needs
1.4 The PR Objectives and Corporate Business Objectives: Link
1.5 Different Approaches to Organizing the PR Departments
1.6 The PR Flow in an Organization
1.6.1 Role of the PR Consultancies
1.7 Structures of Central and State Government PR Departments
1.7.1 History of Indian Information Services
1.8 Need for the Government Information Machinery
1.9 Media Units of I & B Ministry
1.10 The State Government PR Machinery
1.11 Structuring of the Public Relations Departments in the Public,
Private and Voluntary Sectors
1.12 Summary
1.13 Questions
1.14 References
1.0 OBJECTIVE  Describe the function of public relations departments and how they
serve as a bridge between society and organizations or between the
people and the government.
 Identify the connection between PR aims and corporate objectives.
 Describe the many media units that comprise the government's
information infrastructure departments.
 Explain the characteristics of a PR professional and the function of
PR consultant services.

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2 1.1 INTRODUCTION Prior to this, we analyzed the PR concepts, including what PR is, how it
relates to our environment, how it advances organizational goals, and how
it might use communicati on channels profitably. In other words, how
could public relations "create consent," i.e., utilize persuasive expertise?
In this course, we will investigate the state and role of PR inside
organizations. As a result of the relationship between PR functions and
organizational activities, the structure of the PR department can range
from a one -person operation to a multi -sector, specialized departmental
structure.
We will investigate the public relations structures of the federal and state
governments, the pu blic and commercial sectors, as well as research and
non-profit organizations. Naturally, it varies from firm to company based
on a variety of criteria, including the company's own demands, its goods,
its plans, its place in the socio -economic environment, its shareholding
pattern, etc. Therefore, our approach will have to be general, but we will
draw on examples whenever possible.
One of the lessons to remember in Public Relations, or any management
discipline, is to utilize case studies. Only by emulating others can we
improve our own experience and avoid making blunders.
1.2 STATUS OF THE PUBLIC RELATIONS DEPARTMENTS We have already explored the importance of public relations in various
organizations, whether in the public or private sector. We have also
outlined several imperatives for public relations specialists. In this section,
we will discuss the standing of the profession.
As previously said, there is no fixed rule regarding the organization of PR
departments.
Much relies on the organization's requi rements and output. By its very
name, Public Relations imply that they seek public approval for the
organization's goals. And the goals and objectives of the organization
influence the function of PR staff.
1.2.1 Position of the PR Department within the Or ganization :
An organization may have departments such as Production, Finance, and
Marketing that are responsible for their specific responsibilities. However,
the PR function is accountable for both internal and external
communications. Briefly, it creates connections between various
departments, as well as between the lowest -ranking employees and the top
management, as well as between business and its external public.
Therefore, a PR department must have continuous and complete access to
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What is The Point of Planning? The Role of PR in Organizations and For Individuals
3 Since the PR professional is the "official speaker" for his organization, he
must report to the Chief Executive Officer (CEO), who is the ultimate
policymaker, to be effective. Since the PR professional is also the
"official" link between the organizatio n and its specified target audience,
particularly the media, he must have access to the department heads.
This does not imply that the PR professional is the only "formal"
connection between an organization and its audiences. The Company
Secretary, for in stance, would deal with shareholders, the Company
Personnel Manager with employees, the Company Accountant with
financial institutions, etc. On occasion, though, the public relations
professional would have to deal with each of these distinct audiences.
One of its most important audiences is the Media, including both the print
and electronic media. In determining the stance of PR within an
organization, it is crucial to note that there should not be too many
"official spokesmen" for the organization. The s pokesperson should
ideally be the PR representative, in consultation with the CEO and
department heads.
In addition to harming an organization's credibility, contradictory press
coverage would also undermine the PR practitioner's authority, which
would be detrimental to the performance of his duties "practitioner, a
professional who is qualified by education, training, and experience to
advise the client or employer on relations with the subject's publics. He
approaches his assignment by analyzing the subj ect's relationships with
these publics. He then advises them on the attitudes and activities required
to achieve the social objectives, and then interprets the topic for the public.
Therefore, the PR counsel is a two -way street. He translates client to
public and public to client."
This accurately describes the role and standing of public relations within
an organization.
1.3 THE PR STANCE - ITS RELEVANCE TO THE ORGANIZATION AND SOCIETY As indicated previously in this Unit, Public Relations must be rooted i n
the environment. In earlier sections, you learned about the genesis of PR,
specifically how "Vox Populi, Vox Dei" led to the establishment of this
procession. The Voice of the People is still the Voice of God,
notwithstanding the passage of ages. In this respect, society has not
evolved. Today's society has gotten more complex, resulting in a variety
of pressures and demands.
1.3.1 PR versus Social Needs :
Today, more than ever before, a group's existence is contingent on
social/public approval. The influe nce of public opinion on the
administration of companies is growing. In addition, the responsibilities
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4 Let's demonstrate this notion with an illustration. Consider the case of a
huge corporation in the private sector that has a significant foreign
shareholding. And let us transport you to a time before the liberalization of
the Indian economy. This corporation sought government approval for
multiple diversification strategies. This concept was challengin g in a
closed economy. What may it be? It first determined a company's business
purpose and then tied it to a corporate public relations objective.
So, let's suppose this company's business purpose was "to earn a profit,
expand, and diversify." It was a PR mission, which had to synchronize in
with its business objective. "To invest in nationally - responsible activities
and build substantiated in ', that the organizational operations were
targeted at giving socio -economic benefits to the country. It was the reafter
a responsible corporate citizen."
Given that this was the PR purpose, it was evident how closely it related to
the commercial objective and how both were inexorably linked to the
environment. An organization lives and breathes in the social environ ment
as a component of society. PR professionals must consequently serve as
the company's link to society. Therefore, it is critically important for
public relations professionals to comprehend society and be sensitive to its
requirements so that they may relate these needs to their own organization.
Time is required to put this PR objective into action.
The PR process is lengthy because it involves intangibles. This
corporation subsequently diversified into nationally relevant sectors,
achieving its PR ai ms. In addition, it engaged in several nationally
required social activities. Despite a restrictive climate, the company's
projects were approved, and it went on to become one of India's most
successful diversified businesses.
This situation calls for caut ion. It would be incorrect to assume that PR
alone contributed to this company's success. It was the company's
understanding of the country's needs at the time and its extreme
environmental consciousness that helped pave the way. In conclusion,
dedication was sincere. PR played a significant part in expressing this to
the public; it functioned in concert with corporate policy, with its own
purpose being an extension of the business objective of the corporation.
This is a great setting and a good illustrati on of the efficient application of
the Public Relations discipline. Therefore, the PR effort consists of
performance followed by acknowledgement.
1.4 THE PR OBJECTIVES AND CORPORATE BUSINESS OBJECTIVES: LINK Let's explore a single instance of a corporation 's business purpose and then
identify a potential PR objective. Ideally, the two should be in harmony. If
you are a professional in public relations for an agricultural enterprise in
either the public or private sector, the issue of foreign ownership may n ot
be pertinent. However, if your company's business purpose is "to continue munotes.in

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What is The Point of Planning? The Role of PR in Organizations and For Individuals
5 making profits and expanding," then your PR objective may be "to build
an atmosphere of trust and understanding between the organization and its
relevant audience (in this case, t he farmer) both regionally and
internationally."
This purpose entails the development and execution of various forms of
communication, extending to the heart of rural India, and linking our own
producers, i.e., the farmers, with international markets, thu s achieving the
national objective of exporting India's renowned agricultural products.
This straightforward purpose necessitates a range of aspects for a PR
practitioner, including connecting with different audiences, in different
languages, utilizing a v ariety of channels and messaging. This task
requires the following knowledge: I the farmer, ii) the products, iii) the
marketplaces, and iv) the worldwide demands.
It requires a vast array of information and knowledge, including an
awareness of the organiz ation's surroundings and goals. India is currently
extending its doors to the rest of the world. As professionals in public
relations, you would need to comprehend evolving wants and align those
of your firm with those of the nation.
Required Qualities for the PR Department :
These two instances demonstrate that the PR practitioner must participate
in the planning process within his organization. He must also study and
grasp the art of mass communication, journalism, psychology, advertising,
social sciences, etc., in addition to maintaining frequent contact with the
company's upper management. He should be sensitive to society and the
environment primarily.
He must comprehend government policies, political systems, and their
nuances and economic imperatives; he must have communication skills,
be tactful and informative in his interactions with a cross -section of the
public; and he must be able to interact with his colleagues at all levels,
from the highest to the lowest. A solid understanding of the political ,
economic, social, and cultural context, as well as an awareness of shifting
trends, are crucial for a successful PR campaign.
1.5 DIFFERENT APPROACHES TO ORGANIZING THE PR DEPARTMENTS The PR function requires access to information due to its nature.
Ther efore, the PR professional must maintain constant communication
with all departments, including upper management.
In this section, we will examine the many organizational strategies that a
company may choose for its PR teams. Let us reiterate that public
relations are primarily a staff -based activity that facilitates the effective
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6

It indicates the flow of Public Relations through the entire
organization.
1.6 THE PR FLOW IN AN ORGANIZATION The human mind has no limitat ions. Since public relations are primarily
concerned with human beings, we frequently compare them to a jigsaw
puzzle, with each piece being equally vital, relevant, and dependent on the
others.
We have described public relations as a staff function that s pans both staff
and line duties. Therefore, the PR effort must be integrated with marketing
and production, which are line duties, as well as finance and personnel,
which are more staff functions.
Outside of the organization, it must engage with society in general, with a
focus on the stated target public.
Due to the nature of their duties, PR departments should not employ a
hierarchical structure.
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What is The Point of Planning? The Role of PR in Organizations and For Individuals
7 Even while public relations are the primary responsibility of the CEO, the
PR practitioner must maintain dot ted line ties with all other functions. As
a result of the increased significance of its duty in the modern era, public
relations have, in many circumstances, become a broader assignment
alongside other staff functions.
The term 'dotted line relationships' refers to the indirect links that PR must
develop within an organization for it to work effectively, as opposed to the
organization's hierarchical hierarchy.
Let us now depict the ideal reporting relationship(s) of the public relations
practitioner in a p ublic or private organization. A comparable reporting
structure should also be introduced for public relations in non -profit
educational help groups.
Let's again depict the ideal PR department staffing in a chart. This would
rely much on the size and diver sity of the organization (if diversified).
Consider, for the sake of illustration, a big (diversified) governmental or
private sector organization.

If the company's operations span the entire nation, the PR professional
would require committed resources throughout the company's major cities
of operation.
1.6.1 Role of the PR Consultancies :
In addition to having PR professionals on staff, a firm also has the option
of using outside consultants. Independent consulting firms and advertising
agencies offer co nsulting services. The quality of the public relations
service is heavily dependent on the skill and experience of the
practitioners.
There are advantages to utilizing outside consultants, such as their ability
to provide impartial, objective counsel and t heir potential to have a
broader range of clientele expertise.
They may be compensated for the work commissioned, but the hiring
agency retains the right to terminate the agreement. There are practical
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8 employees may have limited practical knowledge of the organization,
preventing them from providing prompt service.
On the other hand, having an internal PR department offers the benefit of
allowing the PR personnel to create cordial rela tionships at all levels, as
well as foster improved internal ties and expedited press information
services. Additionally, when the business expands, specialists may be
recruited. But for short -term objectives, it is preferable to seek
professional assistan ce. It would depend on the organization's size and the
nature of its public relations efforts as to whether it should have an
external consultant or its own public relations department.
In industrialized nations, public relations specialists play a crucial role. In
India, the idea is gaining traction. The future holds a larger role for
consultants in India.
Points to Remember About the PR Set -ups:
 The organization's size, aims, and requirements influence the nature
of its public relations infrastructure.
 The size of the PR department could range from a single individual to
a complex multi -department structure with specialized sections
staffed by competent personnel in charge of specific operations.
 The department of public relations is responsible for both h orizontal
and vertical internal communication inside a corporation. Therefore,
the PR director must have access to the executive team.
 It connects the organization with its external publics; hence, it must
establish external communication to promote the or ganization's
image.
 A company could function with its own PR team.
 A company could hire an external PR consultant instead of employing
a PR team.
 For specific special initiatives, a company may additionally retain the
services of skilled consultants in add ition to its own workforce.
Check your Progress:
1) Write in brief about the Role of PR Consultancies
2) What are the PR and Corporate Business Objectives? munotes.in

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9 1.7 STRUCTURES OF CENTRAL AND STATE GOVERNMENT PR DEPARTMENTS 1.7.1 History of Indian Informatio n Services :
The oldest Information Service of India was established by the
Government of India under the The Central Bureau of Information, which
is currently known as the Press Information Bureau, was established. After
the First World War (1919), the war was transferred to the Home Office.
The Central Bureau of Information became a permanent body in 1923.and
the information operations of several departments were integrated into it.
In 1939, the Director General of Information was appointed to manage and
coordinate the War publicity through the available media of the time. In
the month of October 1941, the The Department of Information and
Broadcasting was established, along with other government agencies.
Publicity agencies operating under the authority o f the other departments
were brought into consideration under their centralized command.
However, the Public Relations Directorate continued to be under the
supervision of the general headquarters.
In 1927, broadcasting existed in a limited capacity. More than a decade
passed before the The Indian State Broadcasting Service will be replaced
with the All -India Radio. In 1941, the Department of Information and
Broadcasting assumed responsibility for the "Broadcasting" subject from
the Department of Communicat ions. The Department of Information and
Broadcasting was designated as the coordinating agency for The
Government of India's Information and Publicity efforts. In 1947, the
divisions of the Ministry of Information and Broadcasting. Since gaining
independen ce, India has established a vast network of mass media
facilities using both traditional media and innovative satellite
communication.
The Two have combined to generate the information revolution in a nation
that has experienced one impact not just on the nation's consumer
aspirations, but also on the development of political awareness. Society
has undergone a tremendous socioeconomic transition. With CNN (Cable
News) there are no longer any territorial restrictions to communication
networks), Star TV, and BBC (British Broadcasting Corporation) can
reach even our television isolated villages. The opportunities that this type
of reach brings up for both government and business. Business is
astounding. Indian peasants living in the most remote villages.
Now, residents of Purulia, West Bengal, and Anaparti, Andhra Pradesh,
are aware of not just.
India, but of the entire globe around him.
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10 1.8 NEED FOR THE GOVERNMENT INFORMATION MACHINERY For a government to function efficiently, creating connections with its
citizens is crucial. Especially so in a democracy such as India, where the
support of the people is crucial for the government to exist. This entails
assessing the public's demands and the Public Relations Department's
objectives and prioritizing them while establishing national policy.
Therefore, it is essential to communicate to the populace the government's
programs, plans, and accomplishments so that the benefits permeate all
sectors of society.
It is equally important to collect information about popula r attitudes and
opinions. This is done to change or alter policies, as necessary. The
Information and Broadcasting Ministry handles these communication and
feedback collection responsibilities.
All news regarding the Indian government is communicated to th e media
by the information or public relations officer in the ministry. It is the
responsibility of the information officer to publicize the program of the
ministry to which he is assigned and to keep the ministry apprised of
public responses.
1.9 MEDIA UN ITS OF I & B MINISTRY The Indian government's public information is managed by "Media Units"
under the I & B Ministry.
Akashwani, Doordarshan, Films Division, Press Information Bureau,
Registrar of Newspapers for India, Publications Division, Directorate o f
Field Publicity, Directorate of Advertising and Visual Publicity, Photo
Division, Song and Drama Division, and its Research and Reference
Division are the Media Units that inform the public about the plans and
Programs of the Central Government, National Centre for Children and
Youth Films, National Film Development Corporation, Film and
Television Institute of India, Indian Institute of Mass Communication, and
the Directorate of Film Festivals.
 The head of Akashwani is the Director General. Our nationwid e
radio stations constitute a large network that serves 90 percent of the
people and covers about 90 percent of the country. Akashwani's News
Services Division is one of the largest of its kind in the world. As a
medium, AIR has the greatest national reach .
 Doordarshan Kendra (DDK): The Indian Television Network was
renamed "Doordarshan" in 1976, when it was separated from the
Akashwani (AIR). It has increased its scope of work significantly
over the past two decades, and new stations are being constructed
across the country, although AIR's reach is still greater. Likewise, a
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11  The SITE (Satellite Instructional Television Experiment) was
conducted in 1975 to provide education, social awareness, health and
family welfare, national integration, and other Programs to India's
rural areas. The experiment was a success in providing rural India
with Programs on education, social awareness, health and family
welfare, national integration, etc. With our own satellites,
instructional, educational, and entertaining programming is being
broadcast across the nation.
 The Films Division (FD): It was established in 1948 to use the
medium of 'film' to disseminate information on key problems such as
national integ ration, family welfare, and the eradication of social evils
such as untouchability and caste by creating documentaries and
instructional films.
 The major duty of the Press Information Bureau (PIB) is to inform
the public on government policies, decisions, and Programs. It also
distributes news to electronic media. It offers services in both English
and local languages. The PIB is among the world's major public
information agencies.
 Communications The Office of the Registrar of Newspapers ,
which was establis hed in 1956, is responsible for investigating
different elements of the expansion of the Indian Press, with specific
regard to patterns of ownership and circulation.
 The National Film Archives of India (NFAI): This institution was
established in 1964 with the purpose of acquiring and preserving the
history of the National Cinema and the finest examples of World
Cinema, classifying document data, and promoting film study.
 The Indian Institute of Mass Communication (IIMC) has
completed more than thirty years of service as a national institution
for Mass Communication education, training, and research. It offers a
variety of short -term and customized courses in response to identified
needs.

 The Photo Division is the largest photographic unit of its kind in the
nation, with an extensive collection of images pertaining to news
events and socioeconomic growth. It provides images for visual
publicity to other units.
 The Film and Television Institute of India (FTII) provides
technical training in filmmaking and in -service training to
Doordarshan employees.
 The National Film Development Corporation (NFDC), established
in 1980, engages in a wide range of activities, including film
production, export of Indian films, import and distribution of foreign
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12 the development of technology, and the production, recording, and
marketing of video cassettes.
 NCFCYP: The National Centre of Films for Children and Young
People . This organization, formerly known as th e Children's Film
Society of India, was created to promote films suitable for children
and adolescents. It provides clean entertainment by developing,
acquiring, and distributing children's films and by hosting children's
film festivals.
 The Directorate of Film Festivals was established to encourage
Indian and international cinematic excellence. It accomplishes this by
arranging film awards and film festivals in India, as well as by
participating in International Film Festivals.
 For both internal and extern al publicity, the Publications Division
creates, sells, and distributes books and journals on subjects of
national importance. It is one of the largest public sector publishing
houses in India. Yojana is a biweekly publication focused on
planning and devel opment.
 The Directorate of Field Publicity is the nation's largest grassroots
rural -oriented public relations organization. Through its field units
located in various regions of the country, it organizes public education
campaigns. The Directorate function s as a two -way communication
channel by collecting and relaying to the respective ministries the
public's feedback to government policies and Programs.
 The Directorate of Audio -Visual Publicity (DAVP) is the central
agency responsible for disseminating gov ernment Programs in
economic and social development through advertising and the visual
media of communication, including advertisements, printed publicity
materials, exhibitions, and other outdoor publicity.
 The Song and Drama Division employs entertainmen t media to
achieve national goals. The media includes plays, folk recitals, ballets,
etc. that address issues of national importance.
 This center's Research and Reference Divisio n was established in
1950 to provide Research and Reference materials to minis tries,
media units, and other government entities, mostly in the form of
backgrounders. Departments
The staffing of all these units is intricate since it reaches every nook and
cranny of our large nation. The East unit designs its own criteria in
accordanc e with national goals.
1.10 THE STATE GOVERNMENT PR MACHINERY Let us now briefly analyze the status of the PR apparatus in state
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13 The States, like the federal government, have their own media divisions to
communicate information to the publ ic. The District PROS are the most
notable members of this organization.
Each state maintains a Directorate of Information and Public Relations
that coordinates efforts at the state level via publicity offices in the field.
The power of these units is mode st. It depends on unique requirements.
Each directorate may have parts such as:
1) The scrutiny section, which monitors public reaction.
2) The planning and development wing.
3) The cultural development section.
4) The information wing, which suppl ies the press with information.
5) The publications wing.
6) The field publicity and exhibition section.
7) The advertisement wings.
8) The special campaign wings.
1.11 STRUCTURING OF THE PUBLIC RELATIONS DEPARTMENTS IN THE PUBLIC, PRIVATE AND
VOLUN TARY SECTORS A) Since independence, the Public Sector has experienced phenomenal
expansion in terms of size, depth, creation of internal resources,
revenue, and overall investment. In India, the Public Sector consists
of utilities such as the railways, ro ad transport services, postal and
telegraph services, power, and irrigation, as well as numerous defense
establishments and government projects such as the Integral Coach
Factory. The Central Public Sector Undertakings also comprise
enterprises in which th e Central Government owns 51 percent of the
shares. These can be classified as:
 Those that produce things, such as coal, petroleum, steel, engineering,
pharmaceuticals, and agricultural products; and
 Those providing services such as transportation, commerc e,
technological consulting, tourist services, and finance.
The nature and special characteristics of the public sector, such as its vast
labor force, chronic losses, policies, and product quality, generate more
public interest than those of the private se ctor. Considering this, PR
employees must be fully devoted to the idea of the public sector, and
public sector units must have professional infrastructures with sufficient
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14 have direct access to the organization's major information sources and be
familiar with the government's industrial policy perspective.
B) The Private Sector : Public Relations in the private sector must
permeate all departments, including staff, sales, etc. Relations with
the shareholders, distributors, dealers, suppliers, customers,
government, the local community, the press, and the staff are included
in this PR effort. Maintaining two -way internal communication
between the management and its staff as well as the ex ternal public is
the primary responsibility. The structure of the PR department would
be determined by the organization's activities, aims, and size, with the
organization's image projection being the primary function. As these
are profit -driven businesses , the expansion and very existence of the
organization will be contingent on the success of the PR initiatives. In
India, the rise of the PR infrastructure in the private sector has been
haphazard and unplanned. However, it is essential that the leader of
the PR department be a professional.
C) Personnel in Voluntary Organizations : Since Voluntary
Organizations are non -profit, they must seek funds to carry out their
social responsibilities; nevertheless, the PR job performed by its
employees is unpaid. To g ain financial assistance, voluntary
organizations must organize and market their public image. The
individual in charge of public relations may be a department's
volunteer, or the organization may employ solely officials from its
headquarters. A forward -thinking non -profit may also use the services
of advisors.
Check your Progress :
1) Write about any 6 Media Units of the I & B Ministry.
2) Write a brief history about the Indian Information Services.
3) Briefly analyze the status of the PR apparatus in state administrations. munotes.in

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15 1.12 SUMMARY  PR creates connections between various departments, as well as
between the lowest -ranking employees and the top management, as
well as between the business and its external public.
 The PR process is lengthy becaus e it involves intangibles.
 The PR professional must maintain constant communication with all
departments, including upper management.
 The quality of the public relations service is heavily dependent on the
skill and experience of the practitioners.
 For a g overnment to function efficiently, creating connections with its
citizens is crucial.
 The head of Akashwani (AIR) is the Director General
 The States, like the federal government, have their own media
divisions to communicate information to the public. The District
PROS are the most notable members of this organization.
 The PR Departments are divided into 3 - Public, Private and
Personnel in Voluntary Organizations
1.13 QUESTIONS 1. What is the role and status of a PR practitioner in his organization?
2. What woul d a PR man need for smooth functioning?
3. What should the reporting relationship of the PR be?
4. State some advantages of hiring PR consultants?
5. Why should the structure of the PR Department be flexible?
1.14 REFERENCES  Black, Sam; Practical Public Relations; 1972; The Role of Public
Relations in Management; 197
 Barnes, Edward, M; Your Future in Public Relations; 1976.
 Cutlip, E.M; Effective Public Relations; 6th Ed. 1986.
 Centre, A.H and Dhenkney, VM; Public Relations in Business and
Public Administration in India; 1952.
 Jefkins, Frank ; Planned Public Relations; 1969; Press Relations
Practice; 1968.
 Kaul, J.M; Public Relation in India; 1976. munotes.in

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16  Lesly Philip ; Lesly's Public Relations Handbook; 4th Ed. 1991.
 Stephenson, H; Handbook of Public Relations; 4th E d. 1981.
 D. S. Mehta; Handbook of Public Relations in India; Allied Publishers
Ltd., 1980 (Reprinted991).
 Publications Division; Mass Media in India; 1992, compiled by
Research and Reference Section (I&B Ministry)

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17 2
PUBLIC RELATIONS CONTEXTS, WHAT
IS PUBLIC OPINION?
Unit Structure
2.0 Objective
2.1 Introduction
2.2 Public Opinion
2.3 Definition of Public Opinion
2.4 Opinion Formation
2.5 How is Public Opinion Formed?
2.6 Propaganda, Public Opinion and Public Relations
2.7 Significance and Role of Public Opinion
2.8 Public Opinion Research in Com munication and Public Relations
2.9 Political Socialization
2.10 Classification of Pressure Groups in India
2.11 Managing Effectiveness
2.12 Summary
2.13 Questions
2.14 References
2.0 OBJECTIVE  define "public opinion .”
 explain the factors involved in effective communication.
 explain how propaganda is different from public relations.
2.1 INTRODUCTION Communication is a multi -faceted or multi -dimensional discipline. With
increasing societal complexity and competition, communication
professionals must face the challenges of making their communications
more targeted and appealing to their target audiences to elicit the desired
response from them.
In the previous Unit, you were exposed to the definitions of Public
Relations, as well as the use of phrases such as "publicity," "public
affairs," and "corporate communications." You should now be familiar
with t he fundamentals of Public Relations, the numerous 'publics,' and the
values of Public Relations. In this Unit, we will examine the roles of
terminology like advertising, publicity, and propaganda in Public
Relations. The definitions of these terms will be provided first, followed
by an explanation of their links. munotes.in

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18 A quick overview of the precise roles that advertising, publicity, and
public relations play in circumstances may allow you to comprehend their
similarities and contrasts. You will also learn about the function of
advertising and public relations in the media.
The role of public opinion in Public Relations is another topic we will
cover. This will aid you in assessing public opinion by utilizing several
instruments of public opinion research. Additi onally, the concept of social
marketing in Public Relations would be introduced.
2.2 PUBLIC OPINION From the perspective of public opinion, a 'public' is a collection of people
with similar interests who share a consensus on a problematic issue.
Kuppuswain y describes the public as "a spontaneous assemblage of
individuals in reaction to a particular event." To further elucidate the
concept, it is a topic / controversy that unites the public. You must keep in
mind, however, that the 'public' is heterogeneous and not a single entity.
The term 'public' is not restricted by size or geographical borders.
The perspectives, interests, and aspirations of the populace are the
foundation of a democratic government. Certain groups or associations
attempt to influence th e government's decision -making or policy
formation in accordance with their interests . Such organizations are
termed pressure groups. The management of the government that
represents the people is based on the public opinion voiced by the people.
Democrati c authority emanates from the populace.
It solicits opinions on a variety of problems of general interest. No
administration, democratic or otherwise, can afford to disregard public
opinion and pressure organizations. Every government respects the
public' s feelings. It is always interested in their response to matters that
directly or indirectly involve them. Public opinion and pressure
organizations play a crucial role in every political system.
Let us now analyze the meaning of the term 'opinion' and its many
nuances.
According to Webster's Seventh New Collegiate Dictionary, an opinion is
"a mental opinion, judgment, or evaluation on a particular subject." An
opinion is more powerful than an impression but weaker than information.
It implies a well -reason ed yet debatable conclusion. An idea that is
established is a 'sentiment,' and if held firmly, it is a 'conviction.' A 'view'
is an opinion that is biased .
2.3 DEFINITION OF PUBLIC OPINION Public Opinion is the statement of a belief held in common by a gro up of
individuals regarding a contentious matter of broad concern. The
formation of public opinion derives from the expressed individual
viewpoints of group members. Whose opinions are susceptible to group
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Public Relations Contexts, What is Public Opinion?
19 According to the Dictionary of Mass Com munications, public opinion is
the expression of all group members who are paying attention to a certain
problem. The process commences with the interaction of individual
attitudes, worldviews, and beliefs around a problem.
Typically, public opinion is exp ressed following controversies, disputes,
and debates about contentious matters pertaining to the welfare, doctrines,
and values of a group. Public opinion is stirred anytime a contemporary
topic or question arises over which members of a group are likely to
dispute. An issue is a condition or incident that threatens to disrupt the
dominant values, beliefs, and attitudes of a group, hence provoking debate,
and the expression of public opinion. Reservations for disadvantaged
classes and the merit question ar e examples of such issues.
Reservations for disadvantaged classes and the merit question are
examples of such issues. With which the Indian public has begun to
contend. Nuclear material testing that pollutes the environment is a global
concern that compels individuals from all over the world to adopt positive
or negative stances on the issue. Similarly, the issue of nuclear non -
proliferation and India's stance on it, as well as the GATT agreement, have
aroused considerable controversy.
Public opinion is not merely the opinion of a group's majority. On any
subject, the interested public will divide into two or more distinct camps
that are not necessarily conflicting or exclusive. The cause of public
opinion is determined by the attitudes and prior experiences of the public
as well as the intricacy of the problem. The viewpoint must be indicative
of the entire group. Thus, public opinion is the collection of beliefs voiced
by a substantial number of individuals regarding a matter of broad
significance. Public o pinion is a formidable power, especially for a public
relations professional.
2.4 OPINION FORMATION The fundamental purpose of public relations is to measure, analyze, and
influence public opinion, which is shaped by the views of the public's
members. Cons equently, it is essential to comprehend the significance of
attitudes, the reasons why people hold the attitudes they do, and their
function in the formation of opinions.
Attitudes are a person's feelings or emotions toward or against a certain
person, org anization, problem, or thing. They indicate an individual's
inclination to assess contentious issues favorably or negatively. Simply
put, an attitude is a way of perceiving circumstances. An opinion is an
attitude that is stated.
Changes in attitude may oc cur under a variety of circumstances, such as
when our current attitude no longer satisfies us or when our aspirations
increase. By developing new beliefs or appealing to emotions to elicit
favorable or unfavorable attitudes, communications can bring about
attitude changes. It is believed that appealing to the physical, social, and munotes.in

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20 economic requirements of people is helpful in influencing their attitudes,
e.g., advertisements for life, property, etc., have a great deal of public
acceptability and response.
2.5 HOW IS PUBLIC OPINION FORMED? An individual's attitudes and their expression in the form of opinions are
psychological phenomena. A group is incapable of reaching a conclusion.
How is public opinion formed, given that a group cannot form an opinion?
Individuals forming a group and expressing their own opinion on a
contentious issue shape public opinion. Public opinion is a composite
opinion formed by the interplay of the individual opinions of a group's
members. The change of individual opinion into pub lic opinion in
response to group stimuli is a distinguishing feature of the public opinion
development process. This transformation is frequently referred to as the
"group mind," which is the sum of the ideas of group members. We refer
to this as a popular opinion.
The influence exerted by the members of a group on an individual's
opinion results in the transformation of individual opinion into group
opinion. Opinions of group members are impacted by what they hear from
opinion leaders, other members of the group, or outsiders; what they read
in newspapers, magazines, and books; and what they see in real life or on
television. Individual opinions are influenced by their wants, emotions,
experiences, inheritance, culture, economic standing, and education, in
addition to group pressures. Public opinion comes from the interaction of
individual attitudes, opinions, and group opinion.
2.6 PROPAGANDA, PUBLIC OPINION AND PUBLIC RELATIONS Propaganda is defined as the expression of opinion by individuals or
groups wit h the intention of influencing the opinion or behavior of other
individuals or groups for a predetermined aim, with reference to the
concepts of public relations. Although in its broadest form, propaganda
tries to advance a cause, such as religious faith, and hence can be
considered legitimate persuasion, it has acquired a poor reputation since it
has been used to incite hatred and terror during wars. It is still utilized by
concealing information. Therefore, propaganda has developed a reputation
for brainw ashing and cruelty. It possesses one or more of the following
traits:
 using words with many meanings
 appeals to people's prejudices and incitement of negative emotions
such as fear, hatred, etc. - evasion of the truth, concealment of
information, and d istortion
 provocative exploitation of trivia
 exclusive presentation of one -sided arguments
 recurring munotes.in

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Public Relations Contexts, What is Public Opinion?
21 Public Relations is frequently referred to as propaganda by its detractors to
imply that it also manipulates public opinion. Even though Public
Relat ions aims to influence public opinion, it is not propaganda. Public
Relations is a straightforward, honest, and long -term endeavor to develop
a positive image based on facts and performance. It has no nefarious or
short -term self -serving motives to hide fa cts to mislead the public. In
contrast to propaganda, it is built on two -way communication.

2.7 SIGNIFICANCE AND ROLE OF PUBLIC OPINION It is believed that public opinion is crucial to the successful operation of
democratic communication in the system. P ublic Opinion is the expression
of citizenry's viewpoints. No nation can afford to disregard it. A strong
and influential public opinion can even shake the foundations of
dictatorships. The strength of a democratic system depends on its respect
for the int ellectual capacity of the populace. There should be an open and
equitable exchange of ideas to solve societal issues. In achieving this
democratic objective, public opinion assumes a vital role. It creates a
broader knowledge and encourages citizens to eva luate situations from
various perspectives. Importance and function of public opinion can be
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22 (a) Policy Formulation Guide: Public opinion serves as the policy
formation guide for the government. In general, a government
operates based on the mandate it receives through elections and
attempts to acquire the support of the populace to fulfill electoral
pledges.
(b) Government is constantly under the influence of public opinion and
takes this into account when developing legislation for its general
benefit. People's perspectives on a variety of problems invariably
impact government policies. In the given circumstance, the
government is aided in enacting legislation by public opinion.
(c) Public opinion functions as a watchdog . It controls the government
and prevents it from becoming irresponsible. While criticizing the
government's misguided policies, popular opinion always keeps the
government vigilant. Government is always aware that if it goes
against the wishes of the people, the people will not vote for it or
return it to power.
(d) Protects Rights & Liberties : Public opinion serves as the protector
of citizens' rights and liberties. In a democratic nation, citizens are
free to criticize or support the government as they see fit. A more
effective and beneficial use of this right not only inspires or motivates
the government, but also maintains the government's commitment to
the rights and liberties of the people.
(e) Serves as a Potent Force in the International Arena : - Public
opinion h as attained global significance. Popular opinion influences
international affairs. In the era of globalization , concerns such as the
promotion and protection of human rights, the environment, and
discrimination based on race, religion, or sex, as well as t he
prevention of child labor and terrorism, hold the international
community accountable to public opinion. Therefore, governments
are also cognizant of foreign public opinion. No democratic
administration can, in fact, afford to disregard public opinion.
Check Your Progress :
1. Define Public Opinion. And state its role and significance.
2. Examine the role of public opinion in the democratic system of India. munotes.in

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Public Relations Contexts, What is Public Opinion?
23 3. Describe the various agencies of public opinion.
4. On what basis do we classify the pressure groups in India ?
5. Discuss the role of pressure groups.
2.8 PUBLIC OPINION RESEARCH IN COMMUNICATION AND PUBLIC RELATIONS Today, sound, and substantial Public Relations research is more vital to
the management of all organizatio ns than it was in the past. Top -level
executives devote a significant amount of time to analyzing how public
perceptions of their industry affect their future operations or present
growth prospects in the marketplace. The focus of opinion research and
Public Relations research has shifted from the study of traditional publics
to a larger emphasis on the study of "problems' ' and how to influence
public perceptions for the advantage of the target audience. The
instruments of public relations research may not have changed
significantly during the preceding decade. But then is a comprehensive
effort to deliver timely and actionable processed data to decision -makers
efficiently and promptly.
Research in Public Relations serves three purposes:
1) The majority of the time, it only confirms beliefs and hunches
regarding the level of public opinion on a certain issue or corporation.
In many ways, this type of backup function is comparable to the usage
of quality control systems in the manufacturing sector of a
corpor ation.
2) A second function of research is to explain questions for which there
is insufficient information or contradictory evidence. Research can
clarify what people mean when they say they like or detest an
organization, the reasons they cite for these feelings, and even the
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24 3) The findings of research reorient our thinking and conceptualization
of Public Relations issues.
It assists us in defining and focusing on our aims and target audience, as
well as assigning priorities to Public Relations challenges and actions.
For performing public relations and public opinion research, a variety of
research methods are available.
Conducting a content study of how the press, published data, and similar
sources cover a particular issue or problem is a time -honored and still -
useful technique. This type of desk research provides a fairly accurate
assessment of the problem's significance and often provides helpful
indications as to which aspects of it appear to be generating the most
public in terest.
Many people equate Public Relations research with public opinion polls
and the Scope of Public Relations with its many market research and
survey approaches, each of which has advantages and disadvantages.
Utilized properly, these many methodologie s can complement one another
and generate a mosaic of data that provides new insights into long -
standing issues.
Another sort of beneficial opinion research for Public Relations
practitioners is the depth survey. This is merely an effort to allow the
publi c to provide the researcher with feedback on the Public Relations
programs . In these surveys, the researcher takes care not to impose his
viewpoint on the respondent. In the early phases of a program , depth
studies are useful for identifying the problem's boundaries. Additionally,
they might generate extremely valuable subjects for the public relations
effort.
Quality research requires time. And if conducted, it should not be rushed,
even if the results are urgently necessary. It must take its own course, w ith
all procedures completed thoroughly and data analysis performed
correctly, to generate the necessary leads for the Public Relations strategy
and program .
2.9 POLITICAL SOCIALIZATION Political socialization is the fundamental process through which each
person is orientated about political matters. A person lives and develops in
the context of family, community, friends, locale, and region. In
association with their respective groups, a ttitudes, beliefs, and values
regarding the political system take shape. Family and peer groups are the
most influential in personality formation and character development. They
give the fundamental framework for influencing the individual's thoughts
and o pinions. This process shapes the perspectives and responses of
individuals to political situations based on their orientation.
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25 Press :
Print media consists of newspapers, magazines, brochures, journals, etc.
Press or print media report on all political and s ocial events occurring in
the world. It sheds an abundance of light on contemporary situations. In
actuality, the press serves as the watchdog of democracy by conveying
public opinion to the government. Through the press, individuals express
their criticis m or support in the form of articles or comments. Make the
government accountable and responsible. In truth, the government also
uses the media to promote its policies and programs . It attempts to
promote its accomplishments to sway public opinion in its f avor.
Radio and Television :
Electronic media, such as radio and television, serve as a reflection of
social life. Print media solely affects the educated. Electronic media have
a significant role in gathering information and shaping the minds of the
uninfor med masses. Audio -visual media is employed as a potent tool for
social transformation and establishing a new social order devoid of social
ills. It is used to educate the public on difficult topics such as casteism,
communalism, and violence. By means of r adio and television, the public
expresses their views and ideas regarding various government policies and
programs.
Cinema :
Cinema has traditionally been the medium of entertainment and education.
People's artistic and intellectual requirements are met by t he movie. It
cultivates innovative ideas and conventions regarding political and social
issues in society. Films, both narrative and documentary, have a natural
effect on the way people think. This audio -visual strategy can even
persuade illiterate individ uals.
Public Events :
Public forums or gatherings are powerful techniques of shaping public
opinion for many social, cultural, intellectual, and political endeavors.
Through lectures, seminars, symposia, workshops, and conferences, they
can address public is sues and attract large crowds.
They attempt to develop a personal and emotional connection with the
public and encourage them to take positive and healthy actions.
Political Parties and their activities :
Political parties shape and direct public opinion. Th ey are known as
opinion organizers.
Political parties not only educate the public on a variety of public topics.
Their objective is to raise political awareness and encourage individuals to
consider public issues. To influence public opinion, political par ties print
periodicals, booklets, flyers, manifestos, and posters, among other
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26 Opinion Surveys :
Opinion polls aim to reveal the current state of popular sentiment. They
are a highly efficient method of getting information about the public's
attitudes and opinions on a variety of political, social, cultural, economic,
etc. issues. Typically, they are conducted by professionals who select
representative samples of the population. Recently, they have become a
popular and useful approach for understan ding and analyzing public
opinion. In certain instances, these opinion polls were unable to accurately
analyze the circumstances, resulting in fabricated results or forecasts.
However, they have an undeniable sway over popular perception.
Educational Estab lishments :
Included among them are schools, colleges, literary organizations, study
circles, universities, libraries, etc.
They can influence public opinion significantly. Teenagers are easily
influenced by the opinions of others. Therefore, the appropriate type of
training is crucial for this age range.
Through Debates, Talks, and Seminars, etc., eminent leaders, researchers,
and educators shape the leadership abilities of students and assist shape
public opinion. Diverse extracurricular activities, such as Drama,
Symposium, Painting/Slogan Writing Competition, etc., are also highly
beneficial in sensitizing pupils to major national and worldwide concerns.
There are restrictions on the application of popular opinion. It is
considered that citizens care about local and national concerns. The public
is adequately informed. The public reasonably and logically arrives at a
rational conclusion. The public's view is expressed through elections/polls.
The government is constantly kept on its toes by public opinion, and a
vigilant government adopts legislation based on the social and moral
ideals articulated by the public. Public opinion is the voice of action's
interested observers.
Public opinion represents the diversity and multiplicity of opinions.
Occasionally, i t is treated with extreme casualness. It is a question of
interpretation. It is not the opinion itself that is at fault, but rather its
interpretation. Occasionally, samples may also be inappropriate. People in
modern mass cultures read, hear, and view so much that it is not always
easy for them to distinguish between reality and fiction. As a result,
informed news and opinion discrimination poses a formidable challenge to
the public. However, public opinion remains a highly effective mode of
communication between the government and the people.
Pressure Groups :
You have gained knowledge about how public opinion influences
government policies. In addition to political parties, several voluntary
groups exist to preserve the unique interests of individuals in so ciety. munotes.in

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27 Pressure or interest groups are organized groups with common and
societal interests that exert pressure from the outside to influence decision
making. There are pressure groups in every nation, and participation is
entirely voluntary.
These pressure groups have a restricted and specific concern. They have a
casual, closed, and unnoticed personality. In contrast to political parties,
they do not participate in elections.
They exert pressure on the government using a variety of ways and are
hence known as pressure groups. Despite this, they play a considerable
influence in the country's politics. The pressure organizations aid in the
mobilization of public opinion and contribute to the political operations of
the political parties.
Various forms of pres sure group activity are spawned by distinct party
systems.
The working methods and styles of pressure organizations vary amongst
political systems. It is primarily determined by five factors:
(i) the structure of political institutions,
(ii) the nature o f the party system,
(iii) the political culture and attitudes of leaders and citizens,
(iv) the nature of the issues and problems at hand, and
(v) the nature and type of the affected interest groups.
2.10 CLASSIFICATION OF PRESSURE GROUPS IN INDIA As yo u have already heard, pressure groups exist in every nation; India is
no exception. They exert influence on decision -making for their own
benefit. According to their aims and objectives, they can be divided into
the four groups listed below.
(a) Professio nal Pressure Groups :
This category comprises pressure groups created by employees of a
specific occupation or profession to protect their interests. The most
organized and powerful pressure groups have always been under the
command of the largest corporati ons due to their vast expenditure of
resources, availability of technical and managerial personnel, and close
ties with elite groups in government, the media, the administration, and
opposition parties.
Several large corporations have an influential lobby in the parliament and
legislature.
In addition, they have representatives and Public Relations Officers who
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28 bureaucracy. The FICCI is the largest and most influential private capital
organizati on in India. It represents about 40,000 businesses. It includes a
vast business corporate world. Political parties are financially dependent
on it. In return, they serve their own interests by providing concessions in
the form of trade, tariffs, investment taxes, etc. In the modern context of
globalization and liberalization, FICCI's function is even more crucial.
The government seeks this group's suggestions and opinions on significant
economic and commercial policy matters .
The other well -known business g roupings include ASSOCHAM, or the
Associated Chambers of Commerce, CII, the Tatas, Birlas, DCM, Dalmia,
and Hindustan Lever, etc. They all attempt to influence the government's
industry policies and laws.
Professional pressure groups also include Trade Unions, Peasant
organizations, Teacher and student organizations, and other associations
such as the All-India Medical Association and the All India Postal and
Telegraph Workers Union, among others. Thus, the influence of big
business on the country's financial, industrial, and commercial policies has
been substantial over time.
Trade Unions and Peasant Organizations trace back to the time preceding
independence. The All-India Trade Union Congress (AITUC) was
established in 1920 to advance the socioeconomic concerns of the working
class. These are instances of Trade Unions: Hind Mazdoor Sangh and
Centre of India Trade Unions (CITU).
The other trade unions in other sections of the country, including those for
electricity, water, banks, insurance, etc., are associated with the All-India
organizations to some extent.
Observers have noted that political parties have exploited farmers and
peasants for their personal benefit. So there was a demand for them to join
to achieve their goals.
They all want their agricultural interests to be adequately protected. Their
primary goals include obtaining higher prices for agricultural products,
fertilizer subsidies, the availability of loans and manure, etc. Farmer's
organizatio ns such as Bhartiya Kisan Union in Haryana, Uttar Pradesh,
and Punjab, Karnataka Rajya Sabha, etc. affect government decisions in
the agricultural sector. Additionally, they contribute to the enhancement of
national and class consciousness. They lack the f inancial resources of the
capital but have the resolve and unity to strive for the uplift of the
disadvantaged.
In the field of education, students, teachers, and non -vocational staff
(school, college, university) have unions to mobilize public opinion and
exert influence on the government for the protection of their interests, such
as P.F., Gratuity, Bonus, LTC Facility, Leaves, opening of additional
professional institutions, adequate transportation facilities, fee structure,
etc. Examples include the Nat ional Students Union of India, the Bhartiya munotes.in

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29 Janata Yuva Morcha, the All-India Teachers Association, the All-India
Students Union, and the Delhi University Students Union.
b) Sociocultural Pressure Organizations:
There are numerous types of sociocultural pr essure groups concerned with
community service and the advancement of the interests of the entire
community. Additionally, there are a handful that promote their language
and faith.
The following examples illustrate:
Arya Pratinidhi Sabha, Jan Sewa Sangh, RamaKrishna Mission, Arya
Samaj, Jamaat -E Islami, Rashtriya Swayam Sewak Sangh, Vishwa Hindu
Parishad, Shiromani Gurudwara Prabandhak Committee, Parsee Anymans,
Young Men Christian Association, Bajrang Dal, Sanskrit Sahitya
Academy, Punjabi Academy, Marath i Sangh, Bhartiya Adim Jati Sangh,
Saranarthi of People Society.
c) Institutional Pressure Groups :
There are several pressure groups that operate within the government
itself. They influence government policy in their favor without
participating in the pol itical system directly. This category included
organizations such as the Civil Services Association, Police Welfare
organization, Gazetted Officers Union, Defense Personnel Association,
Army Officers Associations, Red Cross Society, etc. These pressure
groups impact decisions about transfer -leave regulations, adequate D.A.
owing to inflation, allocation of duties, etc. Even though their actions are
public, they remain quite active inside the system.
d) Ad-hoc Pressure Organizations :
Some pressure groups exist for a brief length of time to exert pressure on
the government to perform a certain duty. After serving their purpose, they
cease to exist. In the event of an emergency, natural disaster, or difficulty,
these pressure groups ex ert pressure on the government or influence its
policies in their favor. The pressure groups such as Odisha Relief
Organization , Bhoodan Anuyojna, Kaveri Water Distribution Association,
and Gujrat Relief Association, among others.
2.11 MANAGING EFFECTIVENESS The secret to effective management is in "how to do it," or the
methodology of performing tasks. Communication success is the
consequence of controlling four crucial steps:
1) Appropriate option
2) Correct motive
3) Accurate evaluation
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30 Choosing the appropriate message, target audience, and medium is the
initial stage. Motivating your target audience to perceive and then act as
desired is the following step. It is essential to evaluate what has been
accomplished, what has not been accompl ished, and what must be done
next. This may be part of the program , but it must be arranged in advance.
Feedback is essential in communication; one -way communication is
required for success.
Advertising men, public relations men, and public relations men ( and
women in all three cases) must be continuously trained to be experts in the
techniques, inputs, and ultimate execution of programs and campaigns.
Training should be a continuing process, not something that occurs only
when times are difficult or when t here is an urgent demand for competent
individuals.
Due to the relationship between advertising and marketing, advertising
professionals have access to both internal and external training programs .
In the sphere of publicity and Public Relations, however, there is a
significant void that must be addressed in future decades, especially as
Public Relations assumes a greater role in business and industry.
Summary/Key Points :
 "Public opinion .”
 the factors involved in effective communication.
 how propaganda is different from public relations.
Check Your Progress:
1. Explain the characteristics of Public Opinion.
2. Discuss the formation of an opinion.”
3. Discuss” Public Opinion Research in Communication and Public
Relations. munotes.in

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31 4. Evaluate the methods adopted by the pressure groups in India.
5. Discuss Public Opinion Research in Communication and Public
Relations
2.12 SUMMARY  Public relations contexts involve understanding public opinion, which
plays a crucial role in shaping the success of a campaign or
communication strategy.
 The obj ective of this chapter is to explore the concept of public
opinion and its significance in public relations.
 Public opinion refers to the collective views and attitudes held by a
group of individuals on a particular issue, person, or event.
 Public opinion formation is a complex process influenced by
numerous factors , including subjective experiences , socialization,
media, and propaganda.
 Public opinion is formed through the interaction of different elements,
such as cognitive, affective, and behavioral fact ors.
 Propaganda, public opinion, and public relations are interconnected,
as propaganda can influence public opinion, which, in turn, affects
public relations.
 Public opinion plays a vital role in shaping public policy, decision -
making, and social change.
 Public opinion research is an essential tool used in communication
and public relations to understand public sentiment and tailor
strategies accordingly.
 Political socialization is a process through which individuals acquire
political attitudes, beliefs, a nd values.
 Pressure groups are organizations that aim to influence government
policies and decisions and can be classified into distinct categories
based on their objectives and methods. munotes.in

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32  Effective management of public opinion is crucial for successful
public relations, and understanding the factors that shape public
opinion is essential for achieving this goal.
2.13 QUESTIONS 1. Write a detailed answer on the classification of pressure groups in
India.
2. What is Political Socialization?
3. What is the Significance and Role of Public Opinion?
4. Define Public Opinion. How is it Formed?
5. Write Notes on Opinion Surveys and Pressure Groups.
2.14 REFERENCES  Public Relations - Principles, Cases and Problems. Surjeet
Publications, New Delhi - 1985.
 Cutlip, Scott M., and Allen H. Center. Effective public relations .
Prentice -Hall, 1978.
 Edwards, Lee. Understanding Public Relations: Theory, Culture and
Society . SAGE Publications, 2018.

*****
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33 3
MAKING A PR POLICY, WHY PLANNING
IS IMPORTANT, STAGES OF PLANNING -
FROM TAKING THE BRIEF TO
PREPARING THE PLAN
Unit Structure
3.0 Objective
3.1 Introduction
3.2 Planning in PR
3.3 Need -Assessment and Setting Objectives
3.4 The Planning Process: A Framework
3.5 Tools of Planning
3.6 Target Publics
3.7 The PR Message Design
3.8 The Media Selection for the PR Campaigns
3.9 Budgeting in the PR
3.10 Implementation of the PR Programs
3.11 Evaluating the PR Campaigns and Measurement of Results
3.12 Monitoring and Midcourse Correction
3.13 Summary
3.14 Questions
3.15 References
3.0 OBJECTIVE  outline and describe the planning of a PR program.
 describe the different PR tools ne eded for the PR Program .
 describe the selection of appropriate media for the PR campaigns.
 Describe the budgeting of the resources in the PR Program s.
 Describe the implementation of a PR campaign.
 describe the research and measurement of the impact of a PR
campaign; and
 explain the stages of monitoring a PR Program .
3.1 INTRODUCTION In earlier units, you were introduced to the fundamentals of the PR
discipline, as well as the organization and structure of PR departments in munotes.in

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34 the public and commercial sectors. You have also been informed about the
functional components of public relations, such as the role of information
transmission, as well as how public relations may assist management
through its advisory and counseling capabilities.
However, no disc ipline, least of all public relations, could thrive solely on
principles or as an auxiliary and support to management. It must play a
proactive, practical role in Planning Public Relations Campaigns and
Program s, which demonstrates the discipline's active representation in the
management effort. This is accomplished by developing a public relations
Program or campaign, implementing it, and attaining the desired results or
benefits for the organization.
Public Relations are no longer a "whitewashing" endeavo r, as they were
frequently referred to in the past. Nor are these, as is commonly believed,
the Press Relations performed just during a "crisis" to construct a positive
image. Public relations are now an independent subfield of
communication, like advertis ing and marketing. It is the activity of
constructing bridges between the corporation or organization and its
internal and external target public. It is a sequence of professional and
strategic actions and activities utilized in both favorable and unfavora ble
circumstances. Effective and successful public relations are goal -oriented,
database -centric, and sustained efforts based on a specific action plan.
Today, public relations permeate every aspect of an organization to shape
public perception. Concerning both commercial and non -commercial
organizations in both the public and private sectors. It is important to note
that in developing nations like ours, where the economy is undergoing a
transformation, industry is booming, new services and products are bei ng
introduced, lifestyles and attitudes are shifting, and literacy rates have
risen, public relations play a key role in organizations and situations.
PR has been defined differently by several individuals. The British
Institute of Public Relations provided us with the following definition:
"Public Relations practice is the purposeful, planned, and sustained
endeavor to build and maintain mutual understa nding between an
organization and its publics." The two most noteworthy features of this
concept are the emphasis on planned public relations and the emphasis on
two-way communication. The Mexican statement on PR states, "Public
Relations practice is the a rt or social science of assessing trends,
projecting their repercussions, counseling organization leaders, and
implementing planned Program s of action that benefit the organization
and the public interest."
From these two definitions, “planning” is the cen tral notion in the public
relations process. We will now cover the use of planning to define the
"action charter" for executing a PR campaign or Program .

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35 3.2 PLANNING IN PR A PR Program , like a production, marketing, or sales Program , must be
planned . It c annot function daily . To achieve success, the following four
steps must be completed:
Stage I: FACT FINDING
Stage II: PLANNING
STAGE III: IMPLEMENTATION
Stage IV: EVALUATION
What are the conditions for planning public relations? Prior to the actual
planning and finalization of strategies, some prerequisites must be
accomplished for strategic public relations.
We must first conduct some "fact -finding" or study. We must have a
comprehensive understanding of the company. There are numerous
questions tha t might be asked concerning organizations. To define how
and what we will plan, we must have a thorough understanding of the
organization and its constituents. Additionally, it is essential to establish
how the target public perceives the company. This cou ld be accomplished
either formally through a market survey or informally by interviewing
notable members of the organization's various target audiences.
The second phase involves "planning." Public Relations offers a vast array
of techniques from which to pick when developing PR Program s. Each has
its own advantages and disadvantages. The technique or mix of techniques
selected will depend on the unique PR planning objectives. Management
by Objectives (MBO) and Program Evaluation and Review Technique
(PERT) are two of the most relevant to public relations (PERT).
In the event of complicated plans, the combination of both is useful to
assure the proper execution of PR actions to achieve the desired results. A
second method is the well -known SWOT analysis. Th e organization's
Strengths, Weaknesses, Opportunities, and Threats must be enumerated
and then thoroughly analyzed.
Another factor in planning is the duration and period of the plan. Short -
term plans are intended to satisfy current demands, address pressin g
issues, and accomplish modest but urgent objectives. These plans are
frequently devised to address emergency situations or crises and are
consequently more likely to be corrective in nature. Long -term strategies
are inherently preventative.
These are mo re useful for offering broad guidance and viewpoints for
short -term planning. Long -term plans enable comparisons of performance
over an extended period. They give a method for measuring progress over
time, allowing subsequent campaigns to complement or rei nforce one
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36 In short, planning tactics are a way to strategic public relations and have a
direct impact on the final campaign's message, media, funding, and
monitoring, i.e., the overall effectiveness of the PR Program .
3.3 NEED -ASSESSMENT AND SETTING OBJECTIVES In any PR planning, whether for government or private organizations, a
company, a firm, or an association, identifying organizational needs and
establishing goals becomes a fundamental responsibility. How do we
accomplish this? Examine the c urrent policies.
Consider your competitors. Investigate the content in your archives or
library, such as magazines, government reports, and trade association
materials. Communicate with individuals from the chief executive on
down, both inside and outside the firm. Determine the fundamentals of the
organization's current state.
Define the organization's precise target audiences. Evaluate the channel of
communication. Then, you can assess the genuine needs and establish PR
targets. Therefore, you plan what t o do (the Program ), when to do it (the
schedule), how much to spend (the budget), and who will execute the
Program (the staff).
Plans must be feasible considering the management's overarching goals. If
the outcomes do not contribute to the management's aim s, it may not be
worthwhile completing . The PR objectives must reflect the management's
overarching objectives. The PR objectives must not contradict with the
enterprise's predetermined objectives. These must actively promote the
objectives of the organiza tion. If feasible, the objectives should be spelled
out in a concise and unambiguous statement, so that they are easily
understood by everyone and may serve as short - and long -term success
indicators.
3.4 THE PLANNING PROCESS: A FRAMEWORK In any PR planning, whether for government or private organizations, a
company, a firm, or an association, identifying organizational needs and
establishing goals becomes a fundamental responsibility. How do we
accomplish this? Examine the current policies.
Consider your competitors. Investigate the content in your archives or
library, such as magazines, government reports, and trade association
materials. Communicate with individuals from the chief executive on
down, both inside and outside the firm. Determine the f undamentals of the
organization's current state.
Define the organization's precise target audiences. Evaluate the channel of
communication. Then, you can assess the genuine needs and establish PR
targets. Therefore, you plan what to do (the Program ), when to do it (the
schedule), how much to spend (the budget), and who will execute the
Program (the staff). munotes.in

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37 Plans must be feasible considering the management's overarching goals. If
the outcomes do not contribute to the management's aims, it may not be
worthwhi le completing . The PR objectives must reflect the management's
overarching objectives. The PR objectives must not contradict with the
enterprise's predetermined objectives. These must actively promote the
objectives of the organization. If feasible, the ob jectives should be spelled
out in a concise and unambiguous statement, so that they are easily
understood by everyone and may serve as short - and long -term success
indicators.
The planning process is an analytical step -by-step action plan, and while
many m ethods and techniques have been used by PR professionals, a
broad framework in the planning of a PR Program commonly used is an
Appreciation (or analysis) of the situation; a Setting of objectives;
Identification of the public; a Selection of the media and PR activities;
Setting the budget; and Evaluation of the campaign's results.
The public relations department of an organization must conform to the
organization's planning and budgeting procedures. Planning necessitates
strategic thinking, i.e., the ident ification and selection of means by which
certain objectives may be attained. Involve and obtain the participation of
company management in planning to provide enough support for the plan.
Well -defined objectives give a framework for allocating duties, spe cifying
degrees of achievement, scheduling, and timing activities, and evaluating
the benefits and repercussions of each course of action.
The planning procedure could be subdivided into smaller steps to arrive at
a targeted plan and realizable objective. The numerous steps that must be
completed could be compiled into lists. One such list includes questions
that must be addressed sequentially. For instance: the problem to be
addressed and handled; the pu rpose of the PR Program ; how PR intends to
solve these problems; and who will execute the Program , at what expense,
utilizing which media.
Another list could include the following as planning and objective
characteristics:
 Sincerity.
 Durability.
 Stabilit y.
 Exhaustiveness.
 Clarity/Symbolism, and
 Beneficence.
As evidenced by these two lists, there are numerous perspectives on the
role and objectives of planning Public Relations campaigns. In all
circumstances, however, it is necessary to assess the costs and benefits, the
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38 unforeseen or counterproductive impacts of any course of action. The
goals and plans should not be excessively ambitious.
There should be enough room for mid -course cor rections. There should be
implementation flexibility based on the prevailing conditions. A good plan
comprises several "What if...?" scenarios and various contingencies.
Plans should also be explicit. There should be no opportunity for
ambiguity or lack of clarity within the plan's objectives. Clearly defined
objectives contribute significantly to the success of any plan. Plans should,
whenever feasible, be founded on facts. Additionally, plans should not
pose a threat to existing groups . If such a threat i s implied, these
organizations would oppose the idea rather than support or assist its
success.
3.5 TOOLS OF PLANNING Planning methods, cycles, and procedures vary from business to business,
as well as across public and private organizations. Typically, the PR plan
period follows the fiscal year. However, depending on the PR aims, which
may be short -term or long -term, it may be lengthier in some instances.
Planning is typically more time -consuming in government departments
and agencies than in private or multinational corporations. The levels of
plan approval in the public sector are significantly higher than in the
privat e sector. In both cases, however, approval is always granted by the
highest level of management, typically the managing director or
chairperson .
Brainstorming is a common technique employed by corporate managers in
the planning of PR initiatives. The objec tive is to produce as many ideas
as possible, unrestricted by discussion or the requirement to reach
agreement quickly. The submitted ideas are categorized by theme and then
incorporated into a cohesive Program or campaign.
The mixed screening is a version of this tool. It is a technique for
recognizing patterns among options. The formulation of a pattern is
followed by its revision when added information becomes available. The
pattern is modified once more to accommodate the incoming data.
The procedure is changed repeatedly based on the various patterns and
reformulations.
A second approach is sequential decision -making. Each possibility is
evaluated individually based on predetermined criteria. Each is then coded
based on these criteria. The coding should provide the addition of scores
and the ranking of choices. Those who deviate too greatly from the
specified criteria are then eliminated.
Then, a new set of scores and elimination order are used until a winner is
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39 When answers are identified, o r at least when attempts are made to find
solutions and ideas outside the regular or conventional range, creative
planning happens. These procedures or instruments are not extensively
used in India currently . However, it will eventually be important to
establish creative PR strategies and campaigns. Soon , this area will be an
integral part of India's public relations strategy.
3.6 TARGET PUBLICS In public relations, we communicate with diverse groups of individuals. It
is essential that we identify our targ et audiences precisely and then adopt
the appropriate approach and media to effectively reach them. There are
certain fundamental publics for any comprehensive PR campaign:
 The community members surrounding the organization or site.
 Planning Public Relatio ns Programs and Campaigns
 Opinion leaders are influential individuals, including politicians,
bureaucrats, social workers, etc.
 The Media, including the press, television, and radio.
 The Employees -those who work for the organization, from upper
management to entry -level personnel.
 Potential employees who now work for competitor companies, etc.
 The Suppliers of goods and services.
 The Customer and all existing and future users.
 The Traders (distributors, wholesalers, agents, etc.) and The Financial
Contacts (bankers, shareholders, investors, brokers, and insurers) are
the two groups of individuals that make up a business's clientele.
The list is a basic list, but every organization will always have a unique
list of all the groups of individuals with whom it c ommunicates or should
communicate. Another method of analyzing an organization's publics is
using a simple grid that allows a PR strategist to establish and develop his
organization's target publics. Employees Shareholders Customers Trade General Public Media Opinion Leader Politicians and Bureaucrats

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40 Check your Progress :
1. What role does public opinion play in public relations?
2. How can public opinion affect the success of a communication strategy?
3.7 T HE PR MESSAGE DESIGN Two sets of variables are required to create a good PR effort. The first is
the audience factor, while the second is the message factor. The audience
component consists of responses to queri es such as, "What would be of
interest to this group?"
What specific need does your message satisfy for the audience, or for
smaller subgroups? What psychological appeal would be most effective
with this group? This segment's interests and requirements wi ll define
which aspects of your message should be projected and promoted in your
public relations strategy.
Message variables:
These pertain to the message's desired inherent substance and style. Many
of these elements will be audience related . Primarily, we are discussing
variables such as which phrases should or should not be used, which
sources should be cited for credibility, the appropriate length of the
message, the use of attention -getting tactics, etc. Communication pre -
testing is one method for ref ining the design and content of our message.
3.8 THE MEDIA SELECTION FOR THE PR CAMPAIGNS In India, some media are modern and effective, but not all media are
developed to the same extent as in Western nations, particularly for public
relations Program s. Thus, the dilemma always arises as to whether we
should utilize the existing media, such as the press and television, or
media such as audio -visuals and video films. Should we utilize non -
conventional media to communicate our message?
The media selection involves utilizing the media in accordance with the
campaign's required objectives. The proper selection of media saves time,
money, and effort, and aids in the creation of messages for specific groups
or audiences. Each medium has its own advantages and disadvantages. It munotes.in

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41 is also possible to select media that compliment and strengthen one
another. In each campaign, not all media are utilized simultaneously. The
media selection and judgments surrounding the media mix are key
components in the planning of a PR strategy and must be carefully chosen
to maximize the message's reach among the target public. PR utilizes the
same media as other forms of communication, such as advertising. Press is
the most prevalent of these (and, consequently, P ress Relations is a vital
job of a PR professional). Consequently, the goal of the PR Program or
campaign should be to find the precise media mix. If one were to classify
and list the available media for an effective Program , the following chart
would be o f assistance. Target Group Conventional Media Non-Conventional Media Public Press, radio, TV, film, videos. Exhibitions, direct mail, hoardings Press Press Conference, Press releases, visits to company facilities, interview with Chairman/MD Hiring Freelance journalists and getting them write for you Employees House journals, letters, folders, notice boards, meetings and speeches, posters, visits to company facilities Using their family letters, welfare activities. Government and Opinion Leaders Mail, press, TV, visit to company facilities Personnel contact, and A/vs Shareholders Annual reports, meetings AGM venue – A/vs posters, exhibitions etc. Community Press, TV sponsorships, donations, and upliftment activities A/V media like propaganda vans, personal contact Customers Advertising, personal contact, house journals, complaint, mailings, and annual reports Customer Service cells department.
3.9 BUDGETING IN THE PR Budgeting is a crucial component of public relations planning. Given or
establishing a budget, all scheduled expenses must fall within the allotted
sum. If no budget is provided, the planning process must consider budgets
for all public relations initiativ es. Budgeting includes determining
priorities and placing a heavy emphasis on cost -effectiveness. With a well -
planned budget, inefficient activities are easily eliminated. Budgeting
necessitates planning in advance, which entails instantly outlining all
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42 scheduling and coordination of Program activities throughout
implementation.
The primary budget components of a PR department are:
1) Salary information for the PR staff, preferably broken down into
person -hours so that you can gauge the amount of work involved:
2) Overheads, office expenditures, and costs.
3) Transportation, automobile, and travel expenses.
4) Stationery and mailin g expenses.
5) Printing, photography, and other production costs.
6) The media costs; and
7) Other costs, such as the hiring of equipment, conference rooms, and
hospitality, etc.
It is understood that correct accounting procedures must be followed for
these expenditures. All expenditures and payments ought to be recorded.
Charges should be fair and reasonable, disclosed or calculated beforehand,
so that overspending, or cost overruns are not possible.
The budget for public relations efforts is decided by the intended action
and the media's planned actions. Each of these is budgeted, and the total is
determined and authorized for the implementation of the PR Program . In
addition to departmental expenses, the objectives of the Program
campaign and the targe t audience to be reached are the most fundamental
and important budgetary considerations. This therefore sets the
organization's task in accomplishing its goals and the medium to be
utilized.
Clarity on each of these factors enables the PR professional to clearly
budget the Program within the appropriate time range. Important to the
budget evolution activity is the time frame. The longer the duration, the
higher the required budget.
Consequently, the departmental expenses (organizational structure), the
aims to be attained, the work at hand, the media to be utilized, and the
duration (duration) of the Program all contribute to the PR budget and
allocations. All of these are interconnected and require proper attention.
3.10 IMPLEMENTATION OF THE PR PROGRAMS We have thus far examined planning. We will now discuss further crucial
parts of a PR campaign or Program , including implementation,
monitoring, and assessment. When the plan is implemented, it must
involve people - PR and management - who are dedicated to
accomplishing the goals. Even the most well -thought -out plans may fail
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43 handling of funds, inattention to detail, etc. It should be ensured that there
are no slip -ups at any po int.
Continuous monitoring of the plan's execution provides numerous
advantages.
The offered feedback could be used to make required adjustments and
increase the plan's likelihood of success. This will also prevent
wastefulness. If, however, the feedback i ndicates that specific components
of the plan are performing very well and the success must be capitalized
upon, then additional funds could be allocated to this aspect of the
campaign. Such mid -course adjustments are only conceivable if a plan is
regularl y monitored and evaluated, so that any deficiencies can be
addressed in a timely manner and achievements can be reinforced.
A conversation on an effective PR strategy may be infinite. Therefore, we
must restrict our discussion to only those attributes that have functional
value for the implementation process. And these are, broadly speaking,
three: adaptability, timing, and suitability. It is essential to be adaptable so
that adjustments can be made at any point. Flexibility is also essential so
that modifi cations can be made for unforeseen occurrences. Timing is
crucial so that the strategy does not compete with other high -profile
Program s and fits the current climate.
Contrary to the current circumstances and atmosphere, nothing is more
jarring than contra ry programming. Plans should also be appropriate in as
many ways as feasible, considering the allocated budget, the organization's
image, and its objectives. Again, the campaigns need not be absurdly new
or inconsistent with the brand's current positive im age.
3.11 EVALUATING THE PR CAMPAIGNS AND MEASUREMENT OF RESULTS Evaluation is a crucial aspect of the planning process for public relations,
and it should be an integral part of all campaigns. In addition, all
campaigns must be analyzed so that both their shortcomings and their
triumphs may be identified and evaluated. Evaluation must be
incorporated into the campaigns from the outset to extract any lessons that
may be learned from actual experience. The results of Public Relations
should be compared to th e levels predicted.
Evaluation could be conducted at various degrees of complexity. At its
most fundamental level, the evaluation process could consist of answering
fundamental questions such as, "How did the campaign go?" Were
appropriate efforts made? Wh at would we do differently if we were to
repeat the same campaign? Evaluation seeks methodical answers to these
and comparable questions regarding the impact, effect, and outcome of the
PR activity or plan through research. Occasionally, though, a distinct ion is
established between summative research, formative research, and non -
evaluative research. Typically, the summative study is retrospective and
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44 evaluates the event in progress and feeds its findings back into the ongoing
campaign. Non -evaluative research examines the proportions of Program s
without necessarily examining their performance. Other distinctions are
also relevant. In the case of formative research, results should be collected
in time to have an impact on the real campaign. Summative research is not
required to adhere to this strict timeline.
A decision must be made regarding the type of evaluation to be employed
for a certain campaign. Certain conditions could be found in the decision -
making process.
Formative research is effective as a means of lowering uncertainty in
novel communication contexts where prior experience is typically
unavailable. Summative research should be conducted when greater
precision rather than timelines s is required, or when results must be more
generally applicable. In general, the PR evaluation criteria fall into the
following categories:
 Publicity -column centimeters of press coverage obtained; Reader
interest/recall -through formal interviews and quest ionnaires.
 Readability -based on assessments that evaluate attention to and
utilization of phrases; and
 Unobtrusive indicators include responses, vouchers, and comments
from internal workers who interact with the public.
Assessment is always (and must be) based on research, therefore an
evaluation exercise would rarely rely on a single method. Each method has
its own advantages and disadvantages. Some methods are better suited for
goals , and data may be accessible in many ways . Another essent ial
criterion for selecting a method is its cost or economics. The most typical
research methods employed in PR are:
 Observation - picking systematically what is reported, such as press
coverage; Interviews - with individuals about how they feel, what
they think, and what they perceive and why?
 Questionnaires - administered in -person, by mail, or through coupons
in adverts and printed materials.
 Comparable to test marketing, experimental tests consist of evaluating
several campaign variants or activities in different market segments.
 Measuring the obvious difference or shift in event conduct or action
following the PR event or activity (benchmark studies).
3.12 MONITORING AND MIDCOURSE CORRECTION Monitoring the Program or campaign during its implementation i s equally
as critical as pre - and post -programming or campaign monitoring. They
may not employ Planning Public Relations Campaigns and Program s
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45 on how the pieces of the implemented Program are having the desired
effect. If for any reason the impact is weak, unwanted, or excessive, the
public relations professional must take corrective measures.
This may involve modifying the medium, the message, the frequency, or
even the timing. Th e PR Program could be slowed down, sped up, or
terminated if the situation requires. It depends on "what" and "how" the
aims were to be accomplished and what influence they were to have.
Things may occasionally go awry, but we must be prepared to alter our
course of action, even in the middle of it, if necessary.
It is always feasible to evaluate a Program after it has been implemented,
but by that time, the impact will have been felt and the money spent. At
the level of the corporate PR department, regula r involvement and
vigilance during the PR campaign's execution are essential requirements.
Check your Progress :
1) Write a note on Budget in PR
2) How to evaluate Media Campaigns?
3) Classify and list the available media for an effective Program .
3.13 SUMMARY  Public relations contexts involve understanding public opinion, which
plays a crucial role in shaping the success of a campaign or
communication strategy.
 The objective of this chapter is to explore the concept of public
opinion and its significance in public relations.
 Public opin ion refers to the collective views and attitudes held by a
group of individuals on a particular issue, person, or event. munotes.in

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46  Public opinion formation is a complex process influenced by
numerous factors , including subjective experiences , socialization,
media, and propaganda.
 Public opinion is formed through the interaction of different elements,
such as cognitive, affective, and behavioral factors.
 Propaganda, public opinion, and public relations are interconnected,
as propaganda can influence public opinion, w hich, in turn, affects
public relations.
 Public opinion plays a vital role in shaping public policy, decision -
making, and social change.
 Public opinion research is an essential tool used in communication
and public relations to understand public sentiment and tailor
strategies accordingly.
 Political socialization is a process through which individuals acquire
political attitudes, beliefs, and values.
 Pressure groups are organizations that aim to influence government
policies and decisions and can be classif ied into distinct categories
based on their objectives and methods.
 Effective management of public opinion is crucial for successful
public relations, and understanding the factors that shape public
opinion is essential for achieving this goal.
3.14 QUESTIONS: 1. Explain in detail the stages of planning in PR.
2. Why should evaluation be built into the PR campaign?
3. Discuss ‘The Planning Process: A Framework .’
4. Explain the Tools for Planning.
5. Discuss ‘Target Public .’
6. Explain the media selection for PR Campaigns.
7. What is summative research?
8. What is formative research?
9. Discuss ‘Budgeting in PR .’
10. Discuss ‘Evaluating the PR Campaigns and Measurement of Results .’
11. Explain the monitoring and mid -course corrections.
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47 3.15 REFERENCES  Cutlip, Scott M., and Allen H. Center. Effective public relations .
Prentice -Hall, 1978.
 Gregory, Anne. Planning and Managing Public Relations Campaigns:
A Strategic Approach . Kogan Page, 2010.
 Kendall, Robert. Public Relations Campaign Strategies: Planning for
Implementation . HarperCollins Coll ege Publishers, 1996.

*****

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48 4

RESEARCH AND ANALYSIS -
ANALYSING THE ENVIRONMENT, THE
ORGANIZATION, THE STAKEHOLDER
Unit Structure
4.0 Objectives
4.1 Introduction
4.2 What is Research and Analysis?
4.3 Defining and ana lyzing environment, the organization, the
stakeholder.
4.4 Understanding Research and analysis: environment, the organization,
the stakeholder, and Public Relations campaigns
4.5 Summary
4.6 Questions
4.7 References
4.0 OBJECTIVES After reading this unit you will be able to understand:
 Meaning of Research and Analysis
 Understanding the environment, the organization, the stakeholder
 Understanding the context with respect to Public Relations
Campaigns
4.1 INTRODUCTION Research expects one to b e curious. There has been plenty of research that
has been done in the field of public relations. Papers can be found in
media and public relations journals worldwide on various functions of
public relations and public relations campaigns. These could be p ublicity,
media relations, crisis communication, audience research, campaigns in
public relations etc. Once the researcher has decided the research problem,
research question and or hypothesis it becomes easier to put together a
literature review for the b ody of the research to begin. The process of
doing the next phase of research will involve putting a research
methodology together before starting data collection for the said research
question and or hypothesis. Analysis is the next big step where the
researcher does the work manually or uses analysis software. This step is
where the findings emerge after all the work done in the research process
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Research and analysis – analysing the environment, the organization, the stakeholder
49 Public relations research can be well explained by the following definition
―Research gives the hard d ata necessary to provide value to the
organization and helps provide information to make decisions that have
real impact‖ - Gronstedt (1997). If not for research, it will be difficult for
organizations to really know where they are headed in terms of
commu nicating with their audiences. Research helps discover the various
areas of concern which can help organizations help in building
relationships, making effective Programs, and taking on time needed
actions that will stop issues from not being blown out of proportion and
later becoming huge issues. -(Broom & Dozier, 1990; Cutlip, Center, &
Broom, 2000). Research helps discover the various areas of concern which
can help organizations help in building relationships, making effective
Programs, and taking on ti me needed actions that will stop issues from not
being blown out of proportion and later becoming huge issues. -(Broom &
Dozier, 1990; Cutlip, Center, & Broom, 2000).
SPSS and SAS are more commonly used for analyzing data through
software. Microsoft Exce l 2000 (version 9) provides a set of data analysis
tools called the Analysis ToolPak. This can help develop complex
statistical analysis. As you input the data and parameters for each analysis,
the tool presents results based on the specific statistical ma cro functions.
Even charts can be generated other than output tables to display results. R
analytics is data analytics programming using R programming language
which is an open -source language used for statistical computing or
graphics. It is now also bein g used in statistical analysis and data mining.
4.2 WHAT IS RESEARCH AND ANALYSIS?


4.3 DEFINING AND ANALYZING THE ENVIRONMENT, THE ORGANIZATION, THE
STAKEHOLDER The terms environment, organization, and the stakeholder here in context
is with public relations and the campaigns that are created by public
relations practitioners. Before we define these terms let's first have a
glimpse into what public relations (PR) is and how experts and researchers
have defined this field of communication.
Some definitions:
―All business begins with the public permission and exists by public
approval.‖ In 1939 at a Public Relations conference, he said "Public
relations is not publicity only, not management only; it is what everybody
in the business from top to bottom says and does when in contact wit h the
public." - Arthur W. Page, Former AT&T Vice President, Public Relations munotes.in

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50 Public Relations Society of America PRSA agreed upon a definition after
a few thousand submissions: ―Public relations is a strategic
communication process that builds mutuall y beneficial relationships
between organizations and their publics.‖
Public Relations has been an evolving practice, its origin and growth has
traversed many years across the world. Sriramesh quotes James Grunig’s
definition of public relations that it is "the management of communication
between an organization and its publics (Sriramesh & White, 1992).
Public relations serve the functions of information, communication,
persuasion, image building, continuous building of trust, management of
conflicts, and the generation of consensus‖ (Sriramesh K. , 2003). PR is in
the business of persuasion. You are always trying to persuade somebody
or the other.
The Princeton Review notes that: ―A public relations specialist is an image
shaper. Their job is to generate p ositive publicity for their client and
enhance their reputation … They keep the public informed about the
activity of government agencies, explain policy, and manage political
campaigns. Public relations people working for a company may handle
consumer rel ations, or the relationship between parts of the company such
as the managers and employees, or different branch offices.‖ In PR it is
said that there is no such thing as the public - there are in fact diverse
groups of people - not just consumers, but sup pliers, employees, trustees,
members, local and national trade and political bodies, residents, among
many others. Thus, Public Relations is a profession which practitioners of
it will have to look very seriously into the relationship of an organization
with its stakeholders and always try to improvise upon its communications
and activities to maintain it.
Environment :
Environment of an organization is composed of various external and
internal forces that have an impact on it. These forces either do good o r
may become obstacles to the growth of an organization. These can be both
opportunities and threats to the well -being of an organization. But the
challenge is also that sometimes these resources cannot be easily available
(Riggio, 2018) . There are far mor e complex entities that can influence the
organizations such as competitors that can encroach upon your marketing
territories, modern ever-changing technologies, and price increase of raw
materials. These can pose a challenge to an organization’s position vis a
vis competition (Truxillo, Bauer & Erdogan, 2016).
It is natural then that organizations will then try to control these vital
forces impacting them. If they must stay in the market and sustain
themselves in the eyes of the customer or any other imm ediate beneficiary,
then they must manage two important levels of organizational
environments : a general one and a specific one (also called the
organizational domain ).
 The general environment comprises the political , legal , economic, and
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51 globally due to modern technology and the Internet which brings the
world together like a global village. Various transactions and
exchanges bind the organizations and their audiences. The main goal
is that their specific environment or their domain is protected and
their position safe.
 The specific environment or organizational domain consists of the
various goods and services that an organization produces for their
stakeholders including customers. This can only happen if a value
proposition is created especially for customers, employees, and all
other stakeholders in terms of the goods and services that they create.
The organization can only maintain its prominent position in the eyes
of the audience if it continues to prove its usefulness to the audience
in all aspects, failing which it will lose its specific environment with
the advent of new competition which is doing better than what it set
out to do.
One thing is noticeably clear from the above explana tion that there is
constant maintenance and management that needs to be done by the
organization all the time so that it doesn't lose its position and thus the
stakeholders that make it what it is. The public relations function is akin to
that of the bound ary spanner where any impending danger is caught by
monitoring eyes. The environments in which organizations operate are
always dynamic. The current times are perfect examples where we can see
that a pandemic and a war between two countries can completely upset a
lot of other connected entities that affect the business of organizations
across the world. It is the function of a public relations manager to respond
to crisis situations by clear communication and active response to
questions raised by stakehold ers.
Organization :
―A group of people who work together in an organized way for a shared
purpose.‖ - Cambridge Dictionary
E.g., the World Health Organization, Bennett and Coleman Co. Ltd,
Unilever to name a few.
―An organization can be defined as an entity or a social unit that
comprises several people who work together to achieve a common goal. It
is a structured unit where the role, responsibilities, and authorities of each
member are clearly defined, and relationships between all the members of
the organization are established .‖ - marketing91.com
For e.g. college is an example of formal organization. The goal of a
college is to provide quality education to all the students who are admitted
to this organization. There can be diverse types of organiz ations, they
could be doing voluntary work, temporary work. E.g., distribution of food
and clothing for homeless, ones fighting for rights of women and children
etc. or it could be an organization doing continuous work and long term.
Also, organizations ca n be put into various categories such as government,
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52 charities, armed forces, educational institutes, cooperatives, and
partnerships, etc. Organizational structures can be further classifi ed into
ecologies, committees and juries, pyramid or hierarchical and finally
matrix .
From the above text organizations are built to serve the public and do
business. The environment under which they operate and the stakeholders
that they cater to are ve ry crucial for the sustenance of these organizations.
From a public relations perspective engagement with the stakeholders is
important for these organizations. They engage to build an image; they
engage to sell. These two primary functions are what public relations
caters to. By using various promotional tactics including the most
important media relations the organizations continue to create and sustain
images both during happy and crisis times. Public Relations function in an
organization can be a small or a large one depending on the structure and
size of an organization. As the author has observed that in organization the
image building and media relations function can be under the corporate
communication team. The corporate communications manager here
reports directly to the CEO, while in some cases the public relations
function is part of the marketing communication function. The public
relations agencies outsource various media coverage works along with the
internal corporate communications team. With the advent of digital
communication of various kinds, it has become imperative for public
relations and corporate communications functions to investigate image
building, reputation management and crisis management 24/7, 365 days a
year on all digital plat forms that they can span. The boundary spanner,
which is the function of a public relations practitioner, keeps his eyes and
ears open to any crisis signal which can become very crucial in current
times.
Stakeholder :
―A stakeholder is a party with an int erest in an enterprise; stakeholders in
a corporation include investors, employees, customers, and suppliers.
However, with the increasing attention on corporate social responsibility,
the concept has been extended to include communities, governments, and
trade associations.‖ -Investopedia.com
By the above definition organizations have internal and external
stakeholders. Both are equally important. From a public relations function
perspective, it means that when an image of an organization is built
keepin g in mind how each stakeholder would perceive the organization is
crucial, after all reputations overall are formed like that. So working on
strategies and doing activities pertaining to them is important.
Check your Progress :
1) What are some of the most important environmental factors that should
be considered during research and analysis for a Public Relations
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53
2) How can Public Relations campaigns be used to build rela tionships
with stakeholders and improve an organization's overall reputation?
4.4 UNDERSTANDING RESEARCH AND ANALYSIS: ENVIRONMENT, THE ORGANIZATIO N, THE
STAKEHOLDER, AND PUBLIC RELATIONS
CAMPAIGNS Research and analysis involve constant monitoring of the environment
under which an organization operates is especially important as can be
seen from the data above. Evaluation done during campaigns reveals what
more needs to be do ne for amicable and mutually beneficial relationships
with stakeholders. PR campaigns are indeed useful when the image of a
company is hampered during a crisis like an accident, product failure,
pandemic, depression etc. In all these situations it becomes imperative to
organize communication activities to keep the stakeholders well apprised
of the situation and to resolve their grievances. The pandemic was one
situation where the company’s communication task force was in action.
We could see that in so many forms of communication they did. Whether
it was Swiggy informing about their food delivery changes during
pandemic and the precautions taken, Club Mahindra resorts keeping their
customers aware of the resorts available when it was possible, and all the
precautions taken in pandemic times. These are two examples out of many
we saw how companies handled their communication in terms of selling
and keeping up their image and continued business when they could. So,
what are campaigns and how do PR campaigns hel p to keep the
connection between the environment, the organization, and the
stakeholder?
―Campaigns are coordinated, purposeful, extended efforts designed to
achieve a specific goal or a set of interrelated goals that will move the
organization towards a longer -range objective expressed as its mission
statement‖ - Doug Newsom, Judy VanSlyke, and Dean Kruckberg's "This
is PR. The realities of Public Relations
In the context of public relations, it is strategizing and creating publicity or
media coverage for a brand. Doing activities which will ensure the above.
It is also called a public relations plan or a PR plan. Whenever a PR plan
is put into place it is always dynamic in nature. There is constant
evaluation and is updated as per the change in environmen t, any
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54 So for what are these campaigns or plans used ? They are designed keeping
in mind to address an issue, to resolve a problem at hand, or to improvise
what one is already doing in an organization. The research and monitoring
always reveal the data of the position of the company, thanks to ever-
changing modern technology. An organization can then use this data for
e.g., ―by changing a behavior; by modifying a law or opinion; or by
retaining a desirable behavior, law or opinion th at is challenged .‖ Even
health emergencies like the pandemic put organizations into action to
resolve the issues that arose due to the crisis. E.g . Since the pandemic
began the government has run health campaigns creating awareness on
how to protect onesel f from the COVID -19 virus. The education,
reinforcement, and finally inducing behavior change in the public were the
key parameters of the campaign. Some of the key points were wearing
masks, washing hands frequently, taking the vaccine etc. Many companies
took to promoting their products like Dettol, Lifebuoy, or their disinfectant
soap liquids to encourage people to wash their hands to protect themselves
from the COVID -19 virus. These PR plans not only benefit the
stakeholders of an organization but also create a positive image of the
government of the efforts taken in a crisis like the pandemic.
According to Patrick Jackson's models, as quoted in Doug Newsom, Judy
VanSlyke, and Dean Kruckberg's ―This is PR. The realities of Public
Relations .‖ And an anal ysis done of each campaign type's characteristics
by the above authors, following Patrick Jackson's types of PR campaigns
one can understand the kinds of public relations campaigns as quoted
below:
“There are several public relations campaigns, in fact abo ut six. First, we
have the skills to put on a public awareness campaign, to make people
aware of something. School is starting again so please don't run over first
graders on their way. Simple awareness .
Second, we have the skills to mount public informati on campaigns , to
offer information along with awareness. Different from a simple
awareness campaign.
Third, we have the skills to do a public education campaign ; using the
word education in the pedagogical way, meaning that a person has
encompassed the mat erial sufficiently, and is emotionally and attitudinally
comfortable enough with it that he or she can apply it to daily behavior.
We have the skills to run those campaigns. But there are other kinds of
campaigns that we must also prepare.
Fourth, sometime s we must reinforce the attitudes and behavior of those
who agree with our position. All they may need is a reminder of shared
values.
And sometimes, fifth, we must change or attempt to change the attitudes
of those who do not agree with our position. This requires the creation of
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55 Sixth, and finally, we have the skills today to carry out behavior
modification campaigns. ” (Newsom, VanSlyke Turk and Kruckeberg,
2000).
The general model from previous PR campaigns can b e put together
as below:
1. Problem: This step puts the problem together to study the issue at
hand. The entire campaign will rest on this problem statement.
2. Research: This step will analyze the current situation in context of
the problem at hand.
3. Planning: In this stage a plan will need to be put into place for
resolving the issue or reiterating what has already been said.
4. Implementation: This step constitutes the activities and action plan
as they call it, so ―strategies methods, techniques and instruments‖
would be used here to reach the objective set at the beginning of the
plan.
5. Evaluation: This step will test the work done and an analysis with
findings will reveal if the objectives were met or something new
emerged.
It will be observed af ter analyzing diverse types of campaigns, creating
awareness appears to be the easiest as compared to changing a target
audience’s behavior when plans are implemented and later evaluated. The
reasons could be many, such as the extent to which the target gr oup is
involved. In creating awareness stages, the involvement is not so much as
compared to in the behavior change campaign where there is more
repetition involved and there are more stages when the target group
receives a message, changes in attitudes th us induced and observed, and
finally change in behavior seen. Of course this kind of campaign will
require far more strong messaging which gives information and is more
persuasive if any behavior change is expected from the target audience.
Also most impor tantly the involvement of the target group is very crucial
here, how strongly do they also feel and relate to the issue.
We can see that the environment under which an organization operates,
political -legal, economic, and socio -cultural backdrop affects it s
operations. The stakeholders have a direct impact on the image and
reputation of the organization. The organization may create various
campaigns to either create a specific image of themselves with their
stakeholders or sell their products or services to their target audiences. In
any scenario thorough research and analysis would be needed to know the
current position of the organization. Think in terms of all FMCG
companies who sell their food and beverages, electronic items, and daily
day to day use ite ms to you. Also think in terms of organizations who do
activities to preserve the environment and thus create an image of
themselves or who gave large donations during the pandemic to help the
people. All such examples will point out that an organization i s constantly munotes.in

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56 on its toes to keep up its image and position in a positive light and for that
research and using technology to help in the same is paramount.
Organizations both government and private and non -government will do
various kinds of campaigns as p er their goals and objectives defined in
their mission and vision statements of their organization. Thus research
and analysis will form the basis of all PR campaigns for any kind of
communication to reach out to the stakeholders of various kinds of
organi zations. Evaluation will be crucial at every step to seek insights to
improve the relationship between an organization and its public .
Check your progress :
1. What is research and analysis?
2. What is public relations research?
3. What is the environment, the organization, the stakeholder?
4. Explain research and analysis in context of the environment,
organization, and the stakeholder in the purview of public relations
campaigns.
4.5 SUMMARY  Research expects one to be curious. There has been plenty of research
that has been done in the field of public relations. Papers can be found
in media and public relations journals worldwide on various functions
of public relations and public relations campaigns. These could be
publicity, media relations, crisis communication, audience research,
campaigns in public relations etc. Public Relations Society of
America PRSA agreed upon a definition after a few thousand
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Research and analysis – analysing the environment, the organization, the stakeholder
57 that builds mutually beneficial relationships between organizations
and their publics.‖
 Public relations research c an be well explained by the following
definition ―Research gives the hard data necessary to provide value to
the organization and helps provide information to make decisions that
have real impact‖ - Gronstedt (1997). Research helps discover the
various are as of concern which can help organizations help in
building relationships, making effective Programs, and taking on time
needed actions that will stop issues from not being blown out of
proportion and later becoming huge issues. -(Broom & Dozier, 1990;
Cutlip, Center, & Broom, 2000).
 The terms environment, organization, and the stakeholder here in
context is with public relations and the campaigns that are created by
public relations practitioners. The environment of an organization is
composed of various external and internal forces that have an impact
on it. These forces either do good or may become obstacles to the
growth of an organization. These can be both opportunities and
threats to the well -being of an organization. But the challenge is also
that s ometimes these resources cannot be easily available (Riggio,
2018) . ―An organization can be defined as an entity or a social unit
that comprises several people who work together to achieve a
common goal. It is a structured unit where the role, responsibili ties,
and authorities of each member are clearly defined, and relationships
between all the members of the organization are established .‖ -
marketing91.com. ―A stakeholder is a party with an interest in an
enterprise; stakeholders in a corporation include investors, employees,
customers, and suppliers. However, with the increasing attention on
corporate social responsibility, the concept has been extended to
include communities, governments, and trade associations.‖ -
Investopedia.com. Organizations have int ernal and external
stakeholders. Both are equally important. From a public relations
perspective engagement with the stakeholders is important for these
organizations. They engage to build an image; they engage to sell.
These two primary functions are what public relations caters to.
 ―Campaigns are coordinated, purposeful, extended efforts designed to
achieve a specific goal or a set of interrelated goals that will move the
organization towards a longer -range objective expressed as its mission
statement‖ - Doug Newsom, Judy VanSlyke, and Dean Kruckberg's
―This is PR. The realities of Public Relations .‖ There are six types of
public relations campaigns: Simple awareness, public information
campaigns, public education campaign, reinforcement campaign,
attitude change and lastly the behavior modification campaign.
 It will be observed after analyzing diverse types of campaigns,
creating awareness appears to be the easiest as compared to changing
a target audience’s behavior when plans are implemented and later
evaluated. Research and analysis will form the basis of all PR
campaigns for any kind of communication to reach out to the munotes.in

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58 stakeholders of various kinds of organizations. Evaluation will be
crucial at every step to seek insights to improve the relationship
between an organization and its public .
4.6 QUESTIONS 1. Define Environment, Organization and Stakeholder.
2. How can organizations use stakeholder analysis to better understand
the needs and expectations of their target audience?
3. What are some of the key metrics that can be used to measure the
success of a Public Relations campaign focused on environmental
issues?
4. Why is it important to conduct a situational analysis of an
organization before launching a Public Relations campaign? Answer
in brief.
4.7 REFERENCES  https://encyclopedia.pub/7619
 https://www.investopedia.com/terms/s/stakeholder.asp
 https://dictionary.cambridge.org/dictionary/english/organization
 Sibindi, N., & Samuel, O. M. (2019). Structure and an unstable
business operating environment: Revisiting Burns and Stalker's
organization -environment theory in Zimbabwe's manufacturing
sector. South African Journal of Economic and Management
Sciences, 22(1), 1 -12.
 Chmiel, N., Fraccaroli, F. & Sverke M. (2017). An Introduction to
Work and Organizational Psychology, ( third . Editi on). Wiley
Blackwell.
 Cutlip, Scott M., Center, Allen H., Broom, Glen M., Effective Public
Relations, eight edition, Prentice Hall Edition, Upper Saddle River,
New Jersey, 2001.
 Kunczik, Michael, Public Relations, Konzepte und Theorien, Böhlau
Edition, Köl n, Weimar, Wien 1993.
 Newsom, Doug, Vanslyke Turk, Judy, Kruckeberg, Dean, this is PR,
The Realities of Public Relations, Seventh Edition, Wadsworth
Edition, Belmont U.S.A., 2000.
 Rice, Ronald, Atkin, Charles, K., Public Communication Campaigns,
third edit ion, Sage Edition, Thousand Oaks, London, New Delhi,
2001. munotes.in

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59  Radu, Ion, Ilu , Petru, Matei, Liviu, Psihologie Social , Exe Edition,
Cluj-Napoca, 1994.
 Flaviu Calin Rus " Types of PR campaigns —means of raising product
sales ". Review of Business Research. Fin dArticles.com. 17 Dec
2009.

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60 5
WHAT IS COMMUNICATION, SETTING
AIMS AND OBJECTIVES, WHO SHALL
WE TALK TO, WHAT SHALL WE SAY,
WHEN, IN WHAT MEDIUM AND TO
WHAT EFFECT?
Unit Structure
5.0 Objectives
5.1 Introduction
5.2 Defining Communication
5.2.1 Breaking down process of Communication.
5.2.2 Defining Campaign & Campaign Deve lopment Process
5.2.3 Role of Communication in a Campaign
5.3 Setting Communication Aims
5.3.1 Differentiating Communication Aims, Goals & Objectives
5.4 Defining Communication Objectives
5.4.1 Characteristics of Good Communication Objectives
5.4.2 Types of Communication Objectives
5.5. 5Ws & 1H of Communication
5.5.1 Who shall we talk to?
5.5.2 What shall we say?
5.5.3 When shall we say?
5.5.4 Which medium to use?
5.5.5 How do we say?
5.5.6 Resulting end effect.
5.6 Summary
5.7 Questions
5.8 References
5.0 OBJECTIVES After reading this unit, you will be able to understand:
 Concept of Communication -Definition, Aims, Objectives
 Campaign -Definition and Development Process
 Fundamental Elements of Communication: Sender, Receiver,
Message, Medium & Feedba ck
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What is communication, setting aims and objectives, who shall we talk to, what shall we say, when, in what medium and to what effect?
61 5.1 INTRODUCTION Unlike animals, humans have an exceptional ability to express themselves
through the virtue of communication. They can express their thoughts,
voice their opinions, and sometimes can even try to influence the opinion
of others through communication.
It is this power of communication to inform, educate and persuade that has
over time culminated into the idea of brand campaigns. Organizations
have been developing these campaigns to increase their brand’s sales and
visibility.
Do you rem ember Zomato’s promotional coupon offers? Or Witty tweets
with relatable content? Or Customize Emails regarding special menus? Or
Outdoor Zomato hoardings?
Well, these all activities collectively constitute a brand campaign of
Zomato. Zomato has been using this power of communication through
various media channels to reach out to its target audience.
Thus, the moral of the story here is to understand that brands use
communication as a bridge to connect with their target audience. This
connection is establi shed through the means of their advertising,
marketing, or public relations campaigns .
But what exactly is communication? Let’s deconstruct this concept.
Etymology of Communication :
The word ‘Communication’ has a Latin root. It stems from the Latin term
‘Communicate ’ which means to share or to impart. It’s a process of
exchange of information between a sender and a receiver through a
medium.
Based on the goal, communication can either be verbal communication or
non-verbal communication .
Breaking down the Process of Communication :
The process of communication starts with a sender (encoder) encoding
information to form a key message. This key message is transmitted
through a strategic medium to the target audience. On receiving a
message, a receiver (decoder) decodes it and responds through feedback .
Briefly, Sender(Encoder), Key Message, Medium, Receiver (Decoder) and
Feedback are the vital components of a communication process. Our day -
to-day communication, be it interpersonal (between two individuals),
intra-group (between members of the same group) or inter -group consists
of these elements.
However, when it comes to brand campaigns, the communication process
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62 right key message throu gh the right medium at the right time within an
uncontrolled market environment.
In a later section, we will be discussing these campaign -based strategic
communication components in detail. Before that let’s study concepts like
campaigns, their development process, the role of communication in
campaigns, characteristics of communication, communication aims and
objectives.
Defining Campaign :
Oxford Learner’s Dictionary defines a campaign as “a series of planned
activities that are intended to achieve a parti cular social, commercial or a
political aim.” To simplify, a campaign comprises strategically planned
sustained efforts undertaken to achieve the desired end goal.
The campaign development starts with the creation of a well -defined goal.
The absence of a well-defined campaign goal often results in a campaign
failure. That’s the reason an approach of SMART (Specific, Measurable,
Achievable, Realistic & Timely) goal setting is being followed by many
brands.
Such a result -oriented goal -setting approach helps to develop effective
campaigns .
A Process of Campaign Development :
With goal setting being the first step, here’s a 6 -step process for effective
campaign development.
 Defining the SMART campaign goal based on preliminary campaign
research.
 Identifying a t arget audience
 Framing of a key message
 Selecting the right Medium and the right time for communication of a
key message
 Executing the campaign
 Campaign evaluation through feedback
Successful observance of the above -mentioned steps along with strategic
communication plan results in the development of impactful campaigns.
This brings us to our next concept of studying the importance of
communication in a campaign.
Role of Communication in a Campaign :
Communication is like a captain of the ship directing your campaign
towards its goal. Overall , the right communication does not just bring in
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63 Such a relationship nurtures brand loyalty and goodwill. Here's a list of
roles that communication plays in a campai gn's success.
 Awareness Creator: Brands all over have been harnessing the power
of communication to create positive awareness about their
products/services.
For instance, back in early 2001 -02, owing to riots and earthquakes, the
state of Gujarat had de veloped an image of being a financially weak and
unsuitable state for investments.
Determined to create awareness about the new Gujarat, an initiative of
“Vibrant Gujarat: A Biennial Investors’ Summit” was undertaken in 2003.
This was followed by eight s uch summits to spread awareness about
Gujarat’s improved economic condition. Each summit emphasized the
potentially profitable investment opportunities that Gujarat offered to its
investors. Through the means of summits, the campaign successfully
created a wareness about Gujarat being one of the best destinations for
investments (Scoreindia Blog, n.d.)
Thus, communication plays a vital role in creating awareness about a
product/service specifically when the product/service is newly launched or
is recovering from a crisis.
 Campaign Feedback Evaluator: The success of a campaign is
determined by the feedback received after running a campaign.
Digital feedback forms, online surveys, and in -person feedback forms
are some of the communication tools used as campai gn performance
evaluators by brands.
Consequently, through the tool of feedback, communication plays the role
of being a campaign evaluator.
 Relationship Builder: A dialogue facilitated through communication
initiates a brand -consumer interaction. This in turn results in
establishing and developing a sustainable brand -customer relationship
which paves the way for brand loyalty.
Nestle India’s Me and Meri Maggi campaign is one such classic example
of communication playing the role of a relationship build er. Celebrating
its 25 years, Maggi launched a campaign appealing to its customers to
share their Maggi moments. The short stories shared were printed on
maggi’s packets.
This communication strategy opened new avenues for strengthening
Maggi ’s relationsh ip with its customers. People across the world
responded to the brand’s appeal by narrating their Maggi stories to the
brand.
 Attitude changer: Often attitudinal change through a communication
campaign takes a considerable amount of time. However, with th e
right message and right channel, there's always hope for making a
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64 Ariel’s #SharetheLoad campaign is one fine example of this. Breaking the
stereotypes of gender roles, Ariel's campaign focused on normalizing the
idea of Men sharing the laun dry load in society specifically among kids.
The campaign received great media attention owing to this creative
attitudinal change in communication strategy.
Thus, communication is the essence of every campaign. Through its
diverse roles, communication add s up to a campaign’s value.
5.3 SETTING COMMUNICATION AIMS Communication aims are the broad targets that a particular brand aspires
to achieve in the long term. Setting the right communication aims helps a
brand to find the right direction to channelize its resources.
A campaign without a proper communication aim is an absolute recipe for
disaster. That’s the reason campaigns are always planned first by setting a
goal which is developed from communication aims.
In the context of PR campaigns, these comm unication aims broadly
revolve around informing, educating, motivating, or persuading a brand’s
target audience to act in a particular way.
Different media channels are being utilized to achieve these ultimate
communication aims.
However, it is often obs erved that brands consider communication aims
and objectives to be the same. A similar confusion is even being noticed in
the case of campaign goals.
Sounds relatable, right? In contrast, there’s a thin line of differentiation
between communication aims, objectives and goals. Let’s study this
differentiation.
Differentiating Communication Aims, Goals & Objectives :
 Communication Aims: They are the final desired outcomes. They
project the long -term vision that a brand aspires to achieve.
For example, KFC ca mpaigns focus on providing quick and delicious
chicken to their cash -conscious target audience.
 Communication Goals : Communication goals are qualitative. Being
difficult to quantify, they broadly help a brand in its decision -making
process.
For e.g.: A c ommunication goal for KFC would be achieving a target of
one million followers on KFC’s Instagram handle in the 12 months.
 Communication Objectives : Derived from communication goals,
objectives are more specific. They are the measurable action plans
with d ecided timelines which are implemented by brands to fulfill the
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65 For example: To achieve a goal of one million followers on Instagram,
communication objectives for KFC's PR campaign would be initiating
periodic polls, consumer engagement activ ities, planning interactive
events, rolling out promotional offers etc.
Therefore, although broadly, communication aims, goals and objectives
share a common goal, it’s their differentiation that results in an impactful
campaign. Hence, it is important to identify this differentiation.
Having gained insight into this unique differentiation, let's proceed to
study the conceptual understanding of communication objectives.
5.4 COMMUNICATION OBJECT IVES As we studied before, communication objectives constit ute the strategic
steps for achieving the desired results. The quantitative nature of
objectives allows brands to evaluate the results. In case of any deviations,
immediate corrective measures can be undertaken.
But these objectives offer desired results o nly when they are accurately
defined. For our understanding let's term them as good objectives which
are formed with the following characteristics.
Characteristics of Good Communication Objectives:
 Clarity : Well -defined and structured communication objecti ves are
known to yield better results over broadly written unstructured ones.
Remember the thumb rule, incorporate clarity while developing your
objectives.
 Consistent with goals: Being a subset of goals, Communication
objectives need to be aligned with t he campaign goals. Non -linear
objectives will only end up in creating communication chaos leading
to a campaign failure.
 Facilitate Measurement: Owing to their quantifiable nature,
objectives defined for a campaign need to be measurable as that
would make campaign evaluation simpler for the brands .
 Time -bound: To leverage the opportunities given by markets,
campaigns need to be launched at the right time. This right -time
launch is possible only when communication objectives have definite
timelines.
Thus, by aligning the campaign with these characteristics, brands can form
result -oriented communication objectives.
Types of Communication Objectives :
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66  Buildi ng Brand Awareness : Brand awareness is observed when a
new product is launched in a market. In such a scenario, a
communication action plan focuses on the new product's USP and its
benefits to stimulate consumers' demand for it.
For e.g., the case study o f McDonald’s entry into the Indian market
demonstrates building brand awareness through effective communication
objectives. Relationship -building Happy Meals, Combo Offers, Pocket -
friendly priced menus and brand Mascot clown character are just some of
the integrated communication action plans that made McDonald’s
synonymous with burgers in India.
 Managing Brand Image during Crisis: A communication objective
of managing a brand image is usually formed when a brand is
attributed to negative publicity. Such a situation calls for the setting of
communication objectives that improves a brand image and rebuilds
the consumer’s trust.
For instance, Cadbury Dairy Milk was severely criticized by the media
when worms were found in it. However, determined to improve it s brand
image, Cadbury Dairy Milk went ahead to incorporate the values of
transparency and accountability as its communication objectives.
The brand released a video of Amitabh Bachchan demonstrating how
Cadbury observes strict protocol in their manufactu ring operations.
Through the medium of video, Cadbury tried to reconnect with its
customers. Going an extra mile, Cadbury even changed their packaging
which collectively helped the brand to sustain its goodwill in this time of
crisis .
 Raising Funds for a cause: Raising funds for a particular cause
needs well -focused communication objectives as the trust factor is
involved . In the absence of a proper communication strategy, it
becomes difficult to win over the trust of your target audience. That’s
the prima ry reason communication objectives for fundraising
campaigns need to reflect credibility, accountability, and
transparency .
Akshay Patra, a Bengaluru -based NGO is one such organization. It has
been excelling at raising funds for offering food support to k ids in
government schools. Through their integrated communication campaigns,
they have developed an exclusive section on their website that features
statistics about fundraising for their various campaigns.
To sum up, communication objectives are the heart of campaigns. When
implemented strategically, they can bring in abundant profits.
Check Your Progress :
1. Define communication. munotes.in

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67
2. What are the several types of communication objectives?
3. Differentiate between communication goals and aims.
4. Explain the process of communication.
5.5 5WS AND 1H OF COMMUNICATION In previous sections, we studied the process of communication that starts
with a sender encoding a message and a receiver decoding the key
message received through a medium. Feedba ck marks the completion of
this process.
Throughout all the communication models ( Shannon -Weaver model of
communication, Laswell’s Model of Communication, Aristotle’s Model of
Communication) one can consistently find these five components.
In this unit, we shall briefly study these components in the context of a PR
campaign. For ease of understanding, we have simplified these
components into 5Ws and 1H concepts .
Receiver (Target Audience): To whom shall we talk ?
When it comes to a marketing or an adverti sing campaign, the receiver
becomes your target audience. In the case of a PR campaign, your publics
(stakeholders) become your receiver.
However, products/services are often targeted at a specific group of
individuals. Identifying this strategic group he lps brands narrow down
their specific target audience. Now it's impractical to study the
characteristics of an entire population.
So how do you find the right public? This is where the situational theory
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68 Based on key variables (recognition, constraint recognition, information
seeking & processing & level of involvement), the situational theory
divides publics into sub -groups. These sub -groups are:
 Active publics: The initiative -taking individuals who demonstrate a
high involvement in a campaign’s information seeking and
processing.
 Latent publics: A group of individuals who consume information
only when they are exposed to information . They are neither
interested in seeking information nor do they have any interest in
finding the solution to the problem.
 Non-publics: Also known as passive publics, this group of
individuals is completely unaware of the problem. Their level of
involvement in the problem is zero. (Colin Lester PR)
Each group demonstrates a different trait i n their level of involvement and
information processing. In such a scenario, the PR professionals need to
find the right group of publics for their campaign.
 #1 Case Study: Initially, Mumbai Metro Rail Corporation Limited
(MMRCL)’s Mumbai Lifeline 3 (Cola ba-Bandra –Seepz) project was
met with tremendous criticism owing to issues like the destruction of
green cover, displacement of locals and the possibility of increased
pollution.
 Issue: The negative publicity received cultivated a negative opinion
among the public leading to the protest of this project. The
tremendous pressure from the public even got MMRCL a High Court
order to stop cutting down trees for the project.
 Action Plan: As a solution, MMRCL produced an integrated
communication campaign by divi ding the public into sub -groups. Key
messages were custom -tailored for Advocacy groups, Locals,
Citizens, NGOs, and other stakeholders. The campaign used a mix of
diverse media channels to reach out to its various publics. Digital ad
campaigns, informative sessions about rehabilitation programs,
interviews of industry key experts and community engagement
programs for locals were some of the communication strategies being
undertaken to make individuals aware of the benefits of this project.
As a result, targ eting the right group of publics garnered positive support
leading to the campaign success of MMRCL’s Mumbai Lifeline 3 project .
 Key takeaway: Instead of using a blanket policy approach, always
divide your target audience/publics into sub -groups. Such an approach
will help you to develop a custom -tailored communication plan for
each group.

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69 Message: What shall we say?
The message is the soul of any communication process. It is a piece of
information that a sender encodes and transmits across to the receiver . In
the case of campaigns, the sender becomes your brand/organization while
the role of the receiver is played by your target audience/public.
The key message transmitted can either be verbal content (speech,
interviews, songs) or it can be non -verbal co ntent (emails, signs, symbols,
facial expressions). The primary function of a message is to inform,
educate and persuade the respective target audience/public.
One needs to remember that in the process of key message transmission
there’s always a possibili ty of a message encountering numerous barriers.
These barriers can be Language barriers, Cultural barriers, technical
barriers, Environmental barriers, or Physical barriers. Often these barriers
can lead to distortion of your key message resulting in commu nication
failures.
Hence, a brand/organization needs to develop a key message that has
the following characteristics:
 Clarity: A key message needs to convey the information that a brand
desires to communicate to its target audience. Unnecessary use of
jargon or complex phrases results in miscommunications.
 Brevity: Brevity is the key to message composition. A concise and
clear message can garner more attention as compared to a chaotic and
complicated one.
 Engaging: To be noticeable amidst the noise, a bra nd needs to draft a
key message that is unique, relatable, and engaging for its target
audience/public.
 Relevant: While drafting a key message, a brand needs to check its
relevance to the present market scenario. Irrelevant key messages
often fail to conne ct with the target audience/public .
#Case Study:
Most brands use promotional strategies to attract the attention of their
target audience. Alternatively, some brands have been taking a different
approach by narrating their brand values through a relatable key message
rather than direct promotions.
 Overview : British Airways ran a campaign #FuelledByLove for their
customers. What made this campaign unique was its novel key
message. The brand released a video that showcased nurturing of a
caring bond between the air hostess and an old lady. The caring bond
developed by the cabin crew results in the old lady visiting the cabin
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70 Thus, instead of promoting their brand directly by demonstrating key
benefits of their service, British a irways decided on the narrative of an
engaging story to express their brand values. Within a brief period , the
video managed to get millions of views on YouTube.
 Key Takeaway: Sometimes a novel approach to narrating an
engaging brand story can work wonder s in connecting a brand to its
target audience over the traditional direct brand promotion.
Media Channel: Which medium to use?
Medium is a mode that facilitates the information flow within a
communication process. While medium acts as a mode of communica tion,
channel is the element through which message transmission occurs.
With constantly evolving information technology, brands today have a
wide range of media channels available. Right from traditional channels
(letters, newspapers, phone calls) to moder n-day digital channels (blogs,
social media handles, websites).
At such times, it becomes crucial for brands to select the right media
channels that will help them to transmit the key message to their target
audience. For this, brands running the campaigns need to have in -depth
knowledge and understanding of all media channels.
#Case Study :
Back in 2016, Star sports initiated a campaign to increase the viewership
of women’s Kabaddi tournaments. Considered to be a male -dominated
sport, the women’s kabaddi tou rnament had low viewership.
 Action plan: In view of gaining visibility, Star sports initiated the
#CrossTheLine campaign that featured stories of ordinary girls
beating the odds to achieve their dreams of playing kabaddi. The
campaign tried to normalize th e perception of women playing this
male -dominated sport.
With this intention, the brand used the right media mix of print, videos,
social media, and broadcast media channels to reach out to the people. The
campaign successfully scored about 218.2 impressi ons from the media
mix utilized.
 Key Takeaway: A right blend of media mix coupled with the right
key message and a social cause can result in a great campaign.
Time Frame: When shall we say?
Effective campaigns are the ones that are launched at the righ t time. A
slight delay in the launch can result in a loss of opportunity .
But how does one determine the right time for the campaign launch? Well,
there are some factors that impact the decision -making process for the
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71  Presence of ex ternal events : Exclusive campaign launch often leads
to greater campaign visibility. Hence, before launching a campaign, it
is pivotal to scan the market for any upcoming major events or
product launches to avoid a clash with other events.
 Time to reach ta rget audience : Each medium takes a different
amount of time to reach its target audience. For example, a tweet will
reach its target audience faster compared to print media. Doing the
math, brands using a blend of traditional and digital media need to
analyze the collective time that will be required by a campaign to
reach its target audience.
 Availability of financial resources: Before deciding the right time,
it's important to check the availability of financial resources. Such a
check helps a brand to h ave a fair idea of the strategies that they can
undertake for a campaign launch.
 Time -specific campaigns: Festival -based campaigns or campaigns
based on special occasions like Father's Day are time -specific. It
becomes important for brands to launch this campaign on those
specific days or else the campaign ends up losing its value.
Thus, by collectively analyzing the above -mentioned factors, brands can
certainly identify the right time for their campaign launch .
#Case Study :
In mid -2017, on the eve of Independence Day , Bajaj Avenger rolled out a
campaign titled #RideYourIndependence via a 1.44 -minute video. The
campaign featured women independently riding Avengers and fearlessly
navigating across the roads without any restrictions. At the end of a video,
they projected a quote by Mahatma Gandhi stating, “The day women can
walk freely on the roads at night, the day we can say that India has
achieved independence.”
Leveraging the occasion of independence, the campaign was launched at
the right time on various social media platforms. Loved by all, it got
tremendous positive media coverage for its on -time release .
 Key Takeaway : Never underestimate the power of releasing a
campaign at the right time .
Creativity: How do we say it ?
With constant cutthroat competi tion, everyday individuals are bombarded
with a lot of campaigns. To be noticeable, a brand needs to keep exploring
creative ways to communicate its key messages.
Gone are the days when direct promotions or offers would work in favor
of brands to attract their target audience. Owing to the information
explosion, consumers today are well informed and are looking forward to
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72 Understanding the need of the hour, some brands have already started
redefining their campaigns with real and heart -warming stories that
instantly connect with the target audience .
#CaseStudy :
Dove campaigns have been based on one such heart -warming approach.
Unlike other brands using actor models, Dove prefers to keep it r eal by
featuring non -actors in its campaigns. Additionally, most of its campaigns
like the #RealBeauty campaign or #StopTheBeautyTest campaign have
been constantly attempting to break the stereotype of beauty standards set
by our society.
These cause -orien ted communication strategies with relatable heart -
warming stories have been successfully connecting individuals with this
brand.
 Key Takeaway: Campaigns encouraging real and novel
communication techniques always have a better chance of developing
strong b rand-customer relationships.
Feedback: Resulting end effect
Campaigns are primarily launched with the broader aims of developing
brand image, improving brand visibility, and increasing sales. But how do
brands know whether their campaign has been a succes s or a failure?
This is where the concept of feedback i.e. the evaluation of the resulting
end effect comes into the picture. Considered to be the last element in the
process of communication, Feedback helps brands to evaluate their
campaign performance.
Usually, when it comes to PR campaigns, the PR professionals conduct
preliminary research on their brand image during the pre -campaign phase.
This renders a fair idea to the professionals whether the existing brand
image is positive, negative, or neutral.
Besides, the post campaign evaluation process further offers a clear
picture to the brands. This post evaluation is done with tools like feedback
forms, media mentions, positive stories covered by media or data drawn
from digital campaigns. This analysis provides a fair idea to the brands
about the resulting end campaign effect.
Correspondingly, in case a campaign fails to offer the desired outcomes
then a communication audit is undertaken to spot the communication
loopholes in the campaign.
Check your Progress :
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73
2) How can you effectively communicate your message, and what
strategies can you use to ensure that your message is clear, concise, and
impactful?
3) Elaborate the Case Study of Bajaj Avenger
5.6 SUMMARY  Communication is a process of information exchange where a sender
transmits the encoded message to a receiver through a medium. A
receiver sends back the reply in the form of feedback.
 A Campaign is a deliberate, planned, and sustained effort initiated by
brands to increase their sales and visibility.
 Playing the diverse roles of informing, educating , and persuading,
communication is the key to the development of effective campaigns.
 Communication objectives are the specific action plans derived from
communication goals which are broadly formed from a brand’s aims.
 An effective communication objective is measurable, goal -oriented,
specific, time -bounded and demonstrates clarity.
 Sender, Message, Medium, Receiver and Feedback are the five vital
components of a communication process.
 For campaigns to be effective, a sender needs to transmit the right k ey
message at the right time through the right medium to the right target
audience.
5.7 QUESTIONS 1. Define the role of communication in a campaign?
2. Explain the process of campaign development.
3. Discuss in detail to whom we shall talk ?
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74 5. Write short notes on:
a) Message in the process of Communication
b) Communication aims.
c) Characteristics of a key message
d) Feedback on a campaign
5.8 REFERENCES  Colin Lester PR. (n.d.). Retrieved from pennstat e:
https://sites.psu.edu/colinlester473/theory -research/
 Exchange4Media Advertising section . (2022, February 5th).
Retrieved from Exchange4Media:
https://www.exchange4media.com/advertising -news/cadbury -dairy -
milks -campaign -nudges -people -to-stock -up-on-meet ha-to-make -life-
sweeter -118273.html
 Scoreindia Blog . (n.d.). Retrieved from Scoreindia.org:
https://scoreindia.org/blog/vibrant -gujarat -campaign/

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75 6
MEDIA RELATIONS
Unit Structure
6.0 Objectives
6.1 Introduction
6.2 Media Relations
6.3 Media Classificat ion
6.4 Public Relations Media
6.5 A Typical Media Organization Structure
6.6 Opinion Writing and Public Relations
6.7 Sound Media Relations
6.8 How to Cultivate the Media
6.9 Cultivating Media Relations: Specific Methodology
6.10 Evoking and Monitoring Me dia Response
6.11 Crisis Management
6.12 Choice of Media
6.13 Media
6.14 Media Related Professional Bodies
6.15 Summary
6.16 Questions
6.17 References
6.0 OBJECTIVES  Give examples of many ways in which these media can be utilized for
the purpose of publi c relations.
 Distinguish between opinion pieces and news items.
 Outline the structure of a typical media organization.
 Explain the need for cultivating media relations.
 Describe the many ways in which media relations can be cultivated.
 State the dos and don’ts for maintaining good media relations; Outline
the steps to be taken for arranging press conferences.
 Identify the extraordinary measures to be adopted for flow of
information to media during crisis management.
 Select the right media to match t he audience, management, and
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76  Name the media related professional bodies about which a public
relation officer should be aware.
6.1 INTRO DUCTION Public opinion is everything. It makes everything successful. Without it,
"everything collaps es," observed Abraham Lincoln in reference to the
power of public opinion, which determines the success or failure of every
endeavor.
Edward Bernays defined public relations as "the effort to enlighten,
convince, or adapt in order to engineer public consen t for an activity,
cause, or institution." Here is where communication becomes a vital
instrument.
Information dissemination alone is insufficient. Communication must be
accepted and adopted by the recipient for it to be effective. As described
by Berlo's 'SMCR' formula, the message, medium, source, and recipient
become interconnected. In complicated societies, media has a significant
impact on our thought processes, which is why a public relations
professional must employ media effectively for persuasion a nd
motivation. The media is saturated with messages that cannot all be
utilized. Therefore, the public relations professional must have something
newsworthy to say. The message should also be presented effectively. A
PRO must also be considered a reliable source.
All of this is only possible if one has good contact with media workers,
becomes acquainted with them, and understands their challenges. One
must also develop a respectable and reputable image for oneself and the
organization. In this section, we w ill study the significance of effective
media relations and the art of cultivating them for personal gain.
6.2 MEDIA RELATIONS Media relations is not limited to making links with media outlets.
Maintaining cordial ties with working journalists in print and electronic
media and gaining their confidence is a commendable effort. One of the
most crucial parts of effective public relations is maintaining positive
relationships with the media. Since the media world sets the agenda for
talks and contributes to the interpretation of events, it also significantly
shapes the thought processes of readers. Consequently, it helps to form
public opinion. Consequently, it becomes essential for the public relations
communicator to establish and maintain solid relationships with the media.
"Good media relations are acquired via honest and useful news service
offered in an atmosphere of mutual respect and candor," as stated by Scott
H. Cutlip.
The practitioner of public relations transmits information, ideas, etc. to the
publi c's target audience through the medium of the media. In Public
Relations, the media are frequently referred to as "weapons or tools."
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77 just to deliver messages but also to sway an audience or target group
towards an idea or product, just as different sorts of weapons are required
to wage war. In the modern world, it is hard for public relations
professionals to reach their intended audience without the assistance of the
media. Publi c Relations requires the use of the media .
The medium we use to deliver a specific message will rely on a variety
of circumstances, including:
a) What is the message's subject matter?
b) Who are your recipients?
c) Where do they reside?
d) What is their socioeconomic and educational background?
e) Which channel can properly convey your message?
f) What is your financial plan?
Relevance of media is dependent on the message. Communication and
media are key components of public relations. In fact, they cannot be
separated. In the absence of a message to send, it is impossible to conceive
of the utility of even the most advanced media. It is comparable to the
ineffectiveness of a cassette player if there are no tapes to play. In
addition, the medium and the message are invariabl y reliant on other
variables, such as the audience or receivers.
People utilize the media daily for knowledge, information, and
entertainment. Every day, people are exposed to several forms of media.
Who does not regularly read the newspaper? People do not watch
television, correct?
People are drawn to television regardless of the content of the program
due to its visual impression. Undoubtedly, the media aids in informing and
persuading. The media informs us of what to consider, influencing public
opinion of an organization. Therefore, the media have a significant impact
on public relations in establishing positive attitudes for the organization on
whose behalf they are utilized.
6.3 MEDIA CLASSIFICATION Media can be categorized according to their appeal t o the human sensory
organs. They are divided into three classes:
1) Those that catch the sight and
2) Those that reach the ear
3) Those that are both visually and aurally appealing.
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78 Visual Media:
Visual media are those that appeal to the sense of sight and the
impressions obtained from the eye. They consist of newspapers,
periodicals, photographs, illustrations, and books. In all these media, sight
is the catalyst for the mind. With the aid of the eye, messages are received.
Radio and audio cassettes are ex amples of media that fall within the
second category, which contains tools that affect the ear. In this instance,
individuals get messages via the ear.
Audio -Visual Media :
Audio -visual media are those that appeal to both the visual and auditory
senses (i.e ., the eye and the ear). Television and motion pictures are
examples.
Each media has its own utility and significance in the dissemination of
information to the public. Separating the media into watertight
compartments would be pointless. In terms of their functions, they are all
interdependent. The fundamental aspect that is a common factor is
communication.
The significance of various media is demonstrated below:
1) When you tell someone anything orally, he retains only a portion of it.
2) when you show him something visually, he retains a bit more of it;
and
3) if you both show and tell him, the message reaches him and is fully
comprehended.
Audio -visual communication, therefore, can be described as "telling
and showing". A Chinese proverb says: "If I hear .........................
(Audio) .............................. I forget; If I see it ..................... (visual)
....................... I remember; If I, do it ..................................... (Audience
participation) ........................... ... I know ".
We cannot, however, conclude that one medium is better than the others,
because each is significant in its own way. One medium may be more
suitable than the others for communicating a given message to a particular
audience. Depending on the nature and contents of the letter, we must
make a prudent choice. If a message needs to be broadcast across the
country or if knowledge of a new product needs to be raised in the
country, radio may be the most effective method. One medium may not be
suffic ient to reach bigger segments of the population with diverse
linguistic and cultural backgrounds. A practitioner of public relations may
be required to utilize the various media repeatedly. This is known as a
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79 Mass Me dia:
When discussing mass media, it is necessary to examine the history of the
communication process. Communication can be divided into three
categories:
1) Person -to-person communication (Oral communication)
2) Group communication, and
3) Mass communicat ion

Mass media crisis communication is an exception.
 Oral Communication: The communication process develops through
direct interaction between two people. This is face -to-face
communication or interpersonal interaction. When modem
connectivity was unava ilable, this was the only method of
communication.
 Group communication is also direct and personal, with the potential
for an intimate and collaborative dialogue. However, when a huge
group is present, the conversation is less personal. The relationship
between group members, the formality or informality of the setting,
and the source variables impact the effect of group communication.
Group communication is demonstrated via conferences, seminars, and
even village markets.
People were compelled to disperse themselves throughout the country
because of the astronomical increase in population. As the population
grew and communication mechanisms such as radio, television, and film
were developed, the need for mass communication grew substantially.
Person -to-person communication made it challenging to deliver a message
to a significant segment of the population. To simultaneously deliver
information and ideas to large and diverse groups dispersed around the
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80 The term in question was "Mass Communication." On the eve of
Republic Day, the President addressed the country via Akashwani . This is
an example of mass communication. Akashwani is a mass communication
medium. The mass media consists of newspapers, magazines, radio,
television, and motion pictures. Two significant characteristics make them
mass media. The first is that their reach encompasses a vastly diversified
populace living in huge and expansive re gions of a nation.
We use highly modern and scientific tools to communicate with the
public, such as printing machines, electronic cameras, broadcasting,
satellites, etc. Another characteristic of mass media is that they are based
on mass production and m ass distribution. There are millions of
newspapers printed for distribution to millions of individuals. Mass media
are distinguished from other media such as interpersonal communication,
billboards, movie slides, etc. by their mass audience, advanced
techn ology, mass production, and broad coverage.
6.4 PUBLIC RELATIONS MEDIA A public relations practitioner must choose a medium based on the
message and the intended audience. Unlike commercial media, the Public
Relations media are diverse and varied. This is because the public
relations message must reach a greater number of people from diverse
backgrounds, whereas the target audience in advertising is limited. As a
result, the variety of Public Relations Media is vast.
a) The Public Relations Media can be divide d into the following
categories:
b) The Press includes newspapers and magazines.
c) Photographs: Images, sketches, cartoons, and schematics.
d) Publications include books, folders, pamphlets, house journals,
manuals, information bulletins, yearly reports, direct ma il, and
newsletters.
e) Bulletin Boards: three -dimensional models, exhibitions, billboards,
posters, buses, panels, and neon signs.
f) Special Events: Open House.
Audio -Media:
a) Radio
b) Audio -tapes cassettes
 Direct Communication : speeches, public gatherings, confer ences,
seminars, symposia, and annual meetings.
 Audio -Visual Media : Television, video cassettes, films,
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81  Traditional Media: folk music, folk dance, burra -katha, harikatha,
jammukula katha, and puppet sh ows.
6.5 A TYPICAL MEDIA ORGANIZATION STRUCTURE A public relations professional must understand the structure and
operation of a media organization. A common organization for print media
can be divided into three sections:
 Editorial Section
 Business Secti on
 Administrative Section
The editorial section, which includes the rep orting section, consists of
the:
 editor, who pens editorials expressing opinions on a particular topic of
national significance.
 Associate Editor
 Resident Editor who oversees the local edition of the publication.
 The News Editor oversees the entire news department.
 Chief of bureau
 Sub-Editor who edits the copy, writes the headlines, and checks the
newspaper for errors.
 The Sports Editor oversees the sports news.
 Art critics who compose reviews on diverse topics, such as books,
films, television and radio programs , plays, music, dance, etc.
 Magazine Editors who handle feature items written for a newspaper's
magazine section.
The section on Reporting includes:
 Special correspondents
 Chief Reporters
 Staff Reporters
 Photojournalists
There are two departments within the Business department:
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82 o The Advertising Manager is responsible for selling space for national,
local, and classified advertisements inside the newsp aper.
o The Circulation Manager is responsible for the distribution of both
city and dark versions of the newspaper.
Lastly, the administrative department oversees the management of the
newspaper's various parts and contributes to its image.
6.6 OPINION WRITING AND PUBLIC RELATIONS A vast number of editorial department employees contribute to the
publication of the many sections of a daily newspaper. On the editorial
page of a newspaper, which includes editorials, feature items, columns,
and letters to the ed itor, you will find the publication's viewpoints and
opinion pieces.
The most important part of the editorial page is the editorial, which
displays the newspaper's ideology and viewpoints. It is difficult to obtain
publicity with editorials, but it is the most effective method if you have a
compelling argument. It is more credible to readers because it has media
support. Each inch of content space is significantly more valuable than
advertisement space.
To influence the editorial, you must have a compellin g tale and
communicate with the editor in a persuasive, cordial, and convincing
manner. Informal conversations could be held with him in a calm setting
to evaluate the most important aspects of a tale or even an incident in its
entirety. Similarly, a colum nist who writes newspaper columns may be
asked to consider publishing a profile of your company or highlighting its
work culture.
For instance, non -profit organizations could employ a human -interest
angle to promote their decent work by focusing on the re cipients.
Read the related article in a travel magazine about AIR INDIA:
Tourism promotion is one of the primary objectives of Air India's
corporate marketing strategy. As the national airline of India, Air India
realized exceedingly early on that the duty of an airline should not be
limited to simple transportation between two points.
Air India has been actively promoting tourism in India due to its access to
millions of people throughout the globe via its extensive international
network. Air India's engag ement in tourism promotion dates to the early
1950s. In 1951, the Tourism Cell was established at Air India's
headquarters, and in 1952, Air India brought the first organized party of
tourists to India.
Air India has significantly contributed to the promot ion of tourism in
India. Considering the Department of Tourism, since 1967, when Air India
started Operation Europe, Operation United Kingdom, Operation United
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83 been better coordinatio n in terms of advertising and other promotional
initiatives abroad to promote tourist traffic to India. This has also been
reinforced by Air India's special pricing and excursions. This has led to a
gradual but consistent growth in the number of tourists v isiting India.
The designation of 2001 as the Visit India Tourism Year reflects the
significance ascribed to India's positioning as the Destination of the 1990s.
Air India, in conjunction with the Government of India Tourist Office, is
making concerted eff orts to entice people from various demographics to
visit India by showing video films on trekking, mountain tours, sports
activities, and tourist destinations, and by organizing festivals and trade
fairs in various locations around the world.
Air India has taken the initiative to create lesser -known locations as well
as publicize and promote India's better -known destinations. Air India
launched a global campaign in 1988 to promote Kashmir and boost the
number of foreign visitors to the region. Air India has launched a big push
to market South India as a tourist destination considering the challenges
currently affecting the state of Kashmir.
Air India has sponsored several 'know India' seminars for travel agents in
various parts of the world. The airline has also taken an active role in the
coordination of numerous international trade fairs and trade exhibits and
has provided support for many India Food Festivals. Air India assists the
Department of Tourism in coordinating and establishing India Pavilions at
all major trade events and fairs. Historically, the bulk of travelers to India
were of middle age. India has been marketed for years as a cultural
destination with old civilization and monuments. However, the modern
traveler is younger, wealthier , better ed ucated, and more daring. He is a
pleasure seeker. He wants relief from his frantic life's worries and pains.
During his vacation, Strategies seeks leisure and amusement. Air India has
taken the initiative to promote golf tourism in Europe, Japan, and the
Middle East and has finalized group movements of high -spending
travelers to India for golf.
Conference Tourism is a lucrative business in the travel industry since
convention tourists frequently travel at the cost of their employers. Air
India recognized this opportunity early on and in 1974 established a
Congress & Conventions Section. The Section manages and promotes
international conferences held in India.
Since 1950, the rate of tourist arrivals in India has increased steadily. If
the same growth rate co ntinues during the 1990s, India will be able to
attract 2.5 million tourists by the year 2000. Comparing tourist arrivals in
1991, 1992, and 1993 reveals satisfactory levels. Due to the Ayodhya
event, prolonged airline strikes, and bombings in Bombay, the number of
arrivals in 1993 naturally decreased by 5.5% compared to 1992.
With the large rise in visitor arrivals compared to previous years
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84 Air India is fully prepared to maintain the touris m industry's momentum
and has numerous advertising campaigns in full swing.
Use letters to the editor or comments to provide information, make
clarifications, or rectify any misunderstandings that may have appeared in
news articles or other readers' letter s regarding your organization. These
write rips may only be used as a last resort when the critique cannot be
properly clarified by clarifications. Occasionally, it may also function as a
supplementary source of information for readers.
As a public relatio ns professional, you must take advantage of these
opinion pieces that express thoughts or make suggestions on a variety of
themes and promote the image of your organization.
This is only achievable if you cultivate pleasant contacts with media
personnel an d persuade them to adopt your viewpoint.
6.7 SOUND MEDIA RELATIONS The journalist and the public relations professional are interdependent in
some sense. However, they have divergent interests. Journalists want
fascinating news to gratify their viewers/rea ders, but public relations
professionals seek positive PR for their organization.
This may occasionally produce difficulties. The public relations
professional may be tempted to blame the press for giving more coverage
to momentous events than to other soc ially significant activities, whereas
the press may perceive the public relations professional as presenting
biased news with insufficient knowledge of editorial requirements.
Because one cannot exist without the other. Considering the importance of
long-term relationships, it is crucial that the public relations department
develops a positive rapport with the media by first gaining an
understanding of them.
As a public relations professional, you must possess the following to
cultivate cordial relationship s with the media:
 An evaluation of media specifications
 Knowledge of journalistic ethics and standards
 Understanding the responsibilities and function of journalists.
When interacting with the media, you should: be clear and prompt in your
communication; b e receptive to media requests; and be cooperative with
the media.
 a Maintain absolute purpose clarity.
 Credibility is the aspect that promotes media relations, and this mostly
depends on your ability to give timely, accurate, and unbiased
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85  Understanding is another crucial stage in nurturing the media.
You cannot interact with anyone if you lack clarity and knowledge. Only
then will you be able to make the other person comprehend what you
intend to communicate. As a result, it is crucial that you, as a
spokesperson for public relations, understand your organization, its goals,
and programs , as well as the structure and operation of a normal media
organization.
Guidelines for Media Relations
Do’s:
1) Be familiar with y our organization.
2) Always be available to answer inquiries.
3) Keep the media list updated.
4) Respond to inquiries immediately.
5) Understand how the media operate.
6) Have additional sound discretion.
7) Be forthright.
8) Develop writing skills.
9) Provide access to references.
10) Meet all deadlines.
Don’ts:
1) Do not embellish.
2) Do not suppress stories
3) Do not mislead journalists.
4) Avoid playing favorites.
5) Do not argue with journalists.
6) Do not be disrespectful.
7) Do not pressurize.
8) Do not mix advertising with public relations.
9) Do not whine if your narrative is omitted.
10) Do not act condescending toward media persons.
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86 6.8 HOW TO CULTIVATE THE MEDIA In general, the strategies utilized by public relations professionals are
universally similar.
The following are:
i) get acquainted with the reporters -sources informally
ii) meeting them frequently for a specific reason, and
iii) discussing topics of common interest
Also attempt to know them socially. This will assist in strengthening
relationships. You can present your organization's policies and programs
in an informal manner. All these actions will result in the establishment of
closer links, mutual understanding, and rapport between you and the
media.
Media wants you to be straightforw ard, genuine, and concise. By meeting
their expectations, we can gain their trust and benefit from their goodwill.
This helps the media have a clear understanding of you and your
organization.
Remember, as a public relations professional, you should: ident ify and
even anticipate newsworthy events; provide the media with concise
information in the format they require; never attempt to pressure them to
publish or suppress a particular story; focus your efforts to stay within the
boundaries of new interests, s o as not to overload the media.
Provide them with one story at a time, bearing in mind the perspective of
public interest; connect with the media and state your facts clearly;
provide the press with everything essential for publishing. This should be
the h ighest priority.
Avoid approaching a correspondent with the negative phrase, "I don't
think this will be of interest to you." His level of interest will rely on the
information presented to him. The proper approach will have a more
optimistic tone. This wi ll pique your attention.
Contribute to building your organization's image in the media, develop
tight and ongoing relationships with the press, and identify yourself as
their friend and teammate in the communication sector.
Good media relations also necess itate superior communication abilities,
which must include seven factors. These are referred to as the seven Cs of
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87 4) Clarity
5) Persistence
6) Methods of Transmission
7) Capability of the target group
Check Your Progress :
1. Why is the use of media important to public relations activity?
2. The use of a particular m edium is linked to several factors. State these
factors.

3. What are the factors that distinguish mass communication f rom the
media?
6.9 CULTIVATING MEDIA RELATIONS: SPECIFIC METHODOLOGY After discussing the broad methods of media cu ltivation, we will now
attempt to explain three specific methods of media interaction:
 initially, while communicating information via press releases
 secondly, during press conferences, press briefings, and press tours.
 thirdly, creating scenarios tha t pique the media's interest.
Information is offered in the form of press background, press
announcements regarding events, growth profiles of your company, and
annual plans.
A press backgrounder is an instructive report produced in a
straightforward way t hat gives data, statistics, historical records, and a
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88 backgrounders serve as a credible source of information and prepare the
media personnel to receive additional information at the press conf erence.
Press releases are official notes carrying breaking news, event reports,
development tales, and even policy -related announcements. A well -written
press release must have the following elements: timeliness (a story is of no
interest if no one reads it) and conciseness. A press release that misses the
deadline of a newspaper has no value.
Importance of the subject; A concise report written in plain terms.
All these elements are presented in a concise and complete manner to
provide reporters with exact information swiftly and clearly.
If you desire to elaborate on any information about your organization, you
may give the media a full report in the form of booklets, brochures, or
newsletters and be available by phone for any clarifications.
Organizing Pr ess Conferences :
One fundamental public relations media is the spoken word, which
focuses on personal contacts and organization -wide activities. A press
conference is an essential public relations instrument in the category of
spoken language. This is face -to-face communication, which allows the
media to obtain information, clarify questions, and raise issues
immediately.
 Advance preparation is necessary for organizing a news conference.
 Clearly outlining the conference's objectives
The first stage in organi zing a press conference is determining the TIME
and VENUE, keeping in mind the media representatives' availability. The
media must receive the invitations well in advance. Transport and
hospitality concerns must be addressed. The provided facilities should be
suitable for both print and electronic media. A well -run news conference
can contribute tremendously to the success of media relations.
You, as a public relations professional, must make the purpose of the
conference obvious to the media and entrust th em with the information
you wish to highlight. The press conference could contain funny and
diplomatic responses to queries, but no offensive sentiments. As a public
relations communicator, it is your responsibility to ensure adequate
attendance, smooth pr oceedings, good humor, and a laid -back
environment. This would result in an honest portrayal of your organization
by the media and the public .
But prior to all the steps , you must generate opportunities to meet with
media members and give your perspective on the problem at hand. With
this information, you would be able to write a backgrounder for the media
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89 For the convenience of media personnel, a press kit containing a press
release, introduction article, profile repor t of your organization; copy and
pencil or pen; and pertinent images should be provided whenever
available.
Occasionally, to promote a feature story, "Informal Press Briefings" are
organized to shape public opinion. These briefings are typically intended
for special correspondents covering a certain field, such as politics,
economics, or culture, or specific events, such as crimes, accidents, court
cases, murders, arson attacks, communal riots, etc. The purpose of these
briefings is to provide a detailed ex planation of the events' context and to
provide an opportunity for journalists to clarify their doubts or ask
questions. The periodic scheduling of these informal meetings helps to
create and improve your relationship with the media.
Press Tours: If you ha ve something to show the press, such as a new
location or an operational plant, arrange a press tour to that location.
Provide the media with transportation (paying special attention to female
journalists), lodging, recreational facilities, and any other i nformation they
may require. These travels yield good returns in terms of enhanced media
coverage and solid relations. However, care must be made to prevent these
excursions from becoming pointless jaunts.
Good media relations are a two -way street. Consequ ently, it is essential
that public relations operations also focus on evaluating media output.
6.10 EVOK ING AND MONITORING MEDIA RESPONSE Using worthwhile ideas, one may also actively and creatively urge the
media to publish editorials, features, etc. In a ddition, monitoring media
response is an essential aspect of establishing positive media relations.
Your organization must monitor press opinions to create its own
credibility and nurture a balanced perspective towards press viewpoints,
since this is an ex cellent indicator of its strengths and weaknesses. Also
reflective of the success or failure of your public relations campaign.
Clippings should be filed for archival and reference purposes.
It is necessary to amplify the results of periodic personal visit s. This
enhances your organization's reputation and generates favorable media
coverage.
Once the media realizes that their remarks are being examined for the
organization's advantage, they will be more responsive and willing to
engage in your organization' s endeavors.
We present here, in diagrammatic style, the steps that PR experts must
take to develop a successful PR campaign in which media plays a
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90

6.11 CRISIS MANAGEMENT In times of emergency, media relations may beco me very tense. During
tense and unexpected situations, the media's primary objective is to collect
the noteworthy news that a crisis typically symbolizes. During this
moment of emergency, the media must be effectively and calmly
managed. Any confrontation is detrimental to the organization's interests.
One should not attempt to censor information. One should notify the
media. The senior public relations professional should distribute all
information issued by management.
If necessary, an individual might b e designated to make frequent
statements accessible. One must be careful not to guess by prematurely
estimating the damage. Also, one should not attempt to assign
responsibility to an individual before investigating .
Regardless of the nature of the crisis —an accident, a murder, a violent
strike, a break -in, or a scandal —it should not be kept secret. You must
expedite the precise management of material in collaboration with the
media. Internal and external communication channels should remain open
throughout a crisis.
The Media personnel must be informed of all the most up-to-date
information . Ensure communication flows freely within the parameters of
the public relations plan. After the crisis is passed, media outlets may be
thanked for their cooperation.


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91 6.12 CHOICE OF MEDIA You have learned thus far about the availability of various media and how
to cultivate the media to acquire successful publicity for your
organization. Next, you must determine if your narrative is fit for
publication in more than o ne medium. Therefore, you must evaluate your
requirements and the scope of the media environment. If the news is of
national significance or is intended to enhance the public's image, you
must use a multi -media strategy to reach a wide audience. If the new s is of
limited interest, you might restrict your options to one or two outlets. Your
efforts should always be focused on presenting your organization in a
positive light, whether in print , electronic, or other media.
Print Media :
When it comes to print med ia, newspapers are the most essential source of
daily news on numerous topics for all demographics. We've previously
discussed newspaper organization. Let us now attempt to describe how
another print medium, magazines, function.
There may be connections be tween periodicals and newspapers and books.
They are a great tool for presenting your organization's policies and
programs in depth. You must contact the editor, correspondent, and
authors of several influential magazines and their specialized areas of
interest, such as news magazines, general magazines, business magazines,
illustration magazines, fashion magazines, sports magazines, and similar
publications.
This allows you to reach out to the appropriate magazine's media
staff. Here, again you require:
 Sound judgment
 perceptive understanding
 precise data
 comprehensive research materials
The editor could be given a feature proposal for approval. Organizing
press parties promotes positive media relations. It provided an opportunity
to get to know t he media team on a personal level, leading to enhanced
contact. You could convey your message to them by providing the media
with factual full publicity materials and captioned images.
The newspaper may occasionally contact the publicist for advertising an d
reading material in special supplements on industry. These as well as non -
commercial supplements (such as those published for national events) may
provide opportunities for positive exposure through features.
Print Media also includes House Journals, whi ch are a non -profit
organization's periodic publication to maintain communication with its
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92 These publications increase worker participation by instilling confidence
in them regarding organizational policies and programs and soliciting their
cooperation. Additionally, house journals provide the media with a
comprehensive background study on your organization.
Electronic Media Relations with the Media :
Broadcasting is the most significant and widespread kind of mass
communication. Peopl e continue to rely on print media for information,
however. This "media gap" is an unfortunate reality. Despite this, the
spread of broadcast media continues to be rapid. Before we discuss the
obligations of media professionals for broadcasting programs , it is
essential that you have a basic understanding of radio's distinguishing
traits.
Radio is a medium that utilizes words and sounds effectively, providing its
listeners with a direct delicate touch and a sense of participation due to the
human voice and its conversational form of communication, interviews,
and features. Therefore, if you wish to reach a wide range of the general
population through radio, it is best to regularly broadcast news or
distribute press releases for entertainment and feature programs . The
following should be included in radio -specific press releases:
 careful and precise details delivered in a conversational tone
 reliable and precise information
A report that is objective, concise, and focuses on the topic, with few
figures an d statistics.
Radio broadcasts are intended for the ear, not the vision. Consequently,
they are conversational, informal, and concise. The AIR media team
consists of:
 Announcers
 Program Manager
 Writers
 News Manager
 Directors
 Producers
AIR's code of re gulations places restrictions on the use of private company
names in its news broadcasts. Such goods alone that do not promote the
organization are accepted. Regarding Public Relations, commercial
channels provide the most effective venue. Sponsored Progra ms with
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93 If the planned Prasar Bharati Bill is enacted and electronic media is
granted autonomy, there will be numerous opportunities for the broadcast
of business news.
Motion image :
Film is another elect ronic media that contributes significantly to your
organization's image. An elevated level of media involvement and a more
accurate depiction of an action are two of the distinguishing characteristics
of motion pictures. As the PR spokesperson, you might p rovide your
organization with filmmaking advice. This demands a solid understanding,
if not expertise, of this audio -visual medium. It is advantageous for a PRO
to study the complexities of film production and, more significantly, to be
familiar with the p eople engaged in film production, such as the producer,
director, screenplay writer, camera operator , editor, sound recordist, and
other crew members.
You should be able to contact a professional producer and determine,
based on his previous work, whether he can deliver the desired outcome.
You should maintain an open dialogue with him and assess his ability.
Once the contract has been finalized with him, contact the screenwriter.
Inform him of your objective and projection strategies. After you and the
highest -level management of your organization have accepted the script,
the director is consulted; he or she is responsible for adapting the story
into a film.
You must instruct the Director on the projection angle to be used, while
granting him entire free dom and cooperation in his job. The focus of the
film must be to convey a positive image of the organization to the
audience and to promote internal communication inside the organization.
Good media relations are contingent upon prompt payment, sound
objec tives, and correct policy implementation inside the organization.
Otherwise, the project could devolve into insignificance if the script is not
developed. This requires the following three steps:
 Concept : to be unambiguous.
 Treatment : conducive to your company's image
 Scenario : to be impressive.
Production involves substantial pre -production plans. You must
communicate your objectives to the production team and support them
with casting, personnel recruitment, and the design of the approach. Once
the f ilm is complete, you should supervise the editing and verify that the
definitive version of the film emphasizes the points you offered. By
creating a positive rapport with the film crew, it is possible to manipulate
all these aspects appropriately.
The fin al component is the Distribution of the film to the intended
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94 publicized. The Film Division may screen films provided by organizations
if they have educational value or national sign ificance. However, image -
building films are not permitted.
Slide Films:
Slide films or slides are a less dramatic and more affordable form of
communication. It is a continuous strip of film on which frames appear in
a predetermined order. A slide film may or may not have an audio track.
As the presenter of your organization's PowerPoint presentations, you
have the option of expanding or condensing any pertinent information that
you share with the media or the public . This procedure is extremely
efficient a nd convenient.
It is impossible to stop the constant advancement of technology. Today,
man can resist gravitational attraction and enter space. Yes, we are
discussing SPACE SATELLITES , which have caught the public by
storm. Prior to this, CABLE TV was alre ady making waves in the world
of communication. The CABLE NETWORK's Public Relations activity
was able to improve its image and reach millions of individuals in a matter
of seconds. With the invasion of satellites, cable television underwent a
radical tran sformation, and subscribers were able to get additional
channels. This boosted the public's view and expanded the role of a public
relations communicator as a result.
There are numerous business reports and Program s on these channels that
can promote the organization's products/activities and successes to a broad
or targeted audience. You, as the representative for your organization,
must fulfill the expanding information needs of a well -informed public
and a knowledgeable media.
In addition to the audio -visual modalities we have already discussed, it is
essential that you are made aware of the visual aids that offer credibility to
the print medium.
 Photographs: Photographs are an effective visual tool that more
emphatically conveys the actual event. They a re visual elements that
have an immediate impression on individuals.
However, not every shot is technically superior. A good snapshot captures
the essence of an occasion. As a competent public relations professional,
you must guarantee that a high -quality photograph accompanies the
publication of your news piece. This involves a foundational
understanding of the various parts of photography and the operation of the
equipment. You must also be able to distinguish between news photos,
feature photos, action s hots, candid shots, etc.
You should attempt to form connections with a substantial number of
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95 These factors will provide credibility to the media content you intend to
showcase. It will also enhance your organization's image and express its
philosophy with better clarity and effect. Always keep in mind that "a
picture is worth a thousand words."
6.13 MEDIA Traditional media in rural India, such as folk theater, i.e., Nautanki,
Tamasha, Jatra, community songs, dance, and puppetry, are all potent
sources of information, education, and pleasure that present a wonderful
opportunity for the employment of creative messaging.
Fairs and festivals in rural areas are also excellent opportun ities for oral
communication and outdoor advertising for organizations with rural target
audiences.
Exhibitions and fairs are yet another technique to strengthen media
interactions and increase public relations work. Exhibitions are expensive
and require p lanning in advance.
They leave an impression and engage a greater number of individuals.
Prior to the opening of exhibitions, there are press previews to which
members of the media are invited. They are provided with promotional
materials and an explanatio n of the exhibition's significance. As a
supplement to the written materials, images are provided in response to the
media's inquiries.
Organizations such as TFAI (Trade Fair Authority of India) and
International Exhibition Bureau host frequent exhibitions to promote their
products actively and aesthetically and to generate greater media interest
in corporate organization activities. Exhibitions and fairs necessitate a
creative approach to the subject. The message of discipline, hard effort,
honesty, amusem ent, and peer feeling must be communicated to the public
and media personnel.
India Promotion of Wade Organization: In 1992, because of the
liberalization of restrictions, the Ministry of Commerce established the
INDIA TRADE PROMOTION ORGANISATION (ITPO), a merger of
the Trade Development Authority and the Trade Fair Authority of India.
ITPO is a service organization whose primary aims are the development
and promotion of products through the medium of trade shows, as well as
the dissemination of informatio n through print and electronic media. Some
of ITPO's corporate objectives include:
1) To host foreign trade shows in India.
2) To organize participation in international trade fairs and special
Indian trade -related shows held outside India.
3) To encourage and engage small and medium -sized manufacturing
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96 4) Production of trade engineers and dissemination of trade data.
5) Provide support with space reservation, customs clearance, stand
design, etc.
6) Publicize ITPO's p articipation at international trade shows by direct
mail, phone calls, and a press conference.
7) Provide input regarding India's involvement at international trade
fairs.
6.14 MEDIA RELATED PROFESSIONAL BODIES Additionally, the public relations profession al must have enough
knowledge of the operation of media -related professional organizations.
As a successful public relations communicator, you must have a good
relationship with accredited press agencies, feature syndicates, and feature
agencies, as they a re a primary source of information circulation within
and across nations. On rare occasions, such as national coverage, it may be
necessary to send press releases to news agencies for nationwide
distribution.
The Ministry of Information and Broadcasting pe riodically informs the
public and the government through its Media Units. This is especially
important for Public Relations professionals employed by public sector
organizations and other government agencies. Similarly, one must be
familiar with prominent advertising firms and advertising professional
organizations, such as the National Council of Advertising Agencies and
the Advertising Council of India, among others.
Check Your Progress:
1. What are the benefits of a multimedia approach?
2. What are the'7Cs of skilled communications?
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97 4. How does it benefit the organization to monitor media response?
5. As a public relations person, what strategies would you adopt to keep
up IOC's im age clear?
6.15 SUMMARY  Media Relations
 Media Classification
 Public Relations Media
 A Typical Media Organization Structure
 Opinion Writing and Public Relations
 Sound Media Relations
 How to Cultivate the Media
 Cultivating Media Relations: Specific Methodology
 Evoking and Monitoring Media Response
 Crisis Management
 Choice of Media
 Media
 Media Related Professional Bodies
6.16 QUESTIONS 1) What are the key principles of media relations in PR?
2) What are the challenges of media relations in the digital age?
3) What is public relations media, and how does it differ from other
types of media?
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98 5) How can PR professionals use opinion writing to enhance their
campaigns?
6) What are some effective strategies for cultivating media relations?
7) How can PR professionals adjust their campaign strategy based on
media response?
8) What is crisis management, and how d oes it relate to media relations?
9) What are the key principles of effective crisis management in PR?
6.17 REFERENCES  Stacks, D. W. (2020). Primer of Public Relations Research (3rd ed.).
Retrieved June 29, 2020, from https://www.amazon.com/Primer -
Public -Relations -Research -Third -dp-
146252270X/dp/146252270X/ref=mt_other"_encoding=UTF8&me=
&qid=
 What You Shou ld Know About PR Evaluation: Models and Processes
(I). (2018). Retrieved July 19, 2020, from
https://www.clappro.ch/2018/11/20/evaluation -models -and-process -
in-public -relations/
 PRSA. (n.d.). Glossary of Terms. Retrieved from
https://www.prsa.org/about/all -about -pr/glossary -of-terms
 Lesley, P. (1991). Handbook of Public Relations and Communication
(2nd ed.). Jaico Publication Ltd. New Delhi.

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99 7
HOW TO PRIORITISE PUBLICS?
Unit Structure
7.0 Objectives
7.1 Introduction
7.2 Identifying priority public.
7.2.1 What are the types of Media Organization
7.3 Summary
7.4 Questions
7.5 References
7.0 OBJECTIVES  In this chapter, you will understand how to identify your priority
public.
 You will understand how to determine your key stakeholder.
 This chapter will also help you understand how to customize a
campaign to your priority public.
7.1 INTRODUCTION: One of the most challenging things one must do as a communications
professional is to identify and prioritize the stakeholders and the chosen
public. Each campaign and narrative will be tailored to suit a certain target
audience an d to serve a certain purpose, so it is crucial for one to identify
and prioritize their stakeholders. This is an evolving process that changes
along the way and there are many factors that play into this. In public
relations, there is a saying that there i s no such thing as the public . Even
though you might be communicating with a larger group of people, it is
still not communicating with everybody. In this chapter, we will
understand closely how to distinguish between the public and your
audience and the a rt of Prioritizing them.
It is important to note that if you are unable to prioritize your stakeholders
and public, your campaign just might not be as effective as it could have
been. For optimum impact, it is necessary for you to organize your public
into the order of priority. Just like any other form of media, there is no one
size formula that will generate your ideal target audience in the process. It
involves an ongoing process of looking, observing, reimagining and
constantly updating yourself to e quip yourself to identify your priority. In
the current times that we are living through, one must also keep in mind
the possibility of constant feedback. All communications professionals
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100 7.2 IDENTIFYING AND PRIORITIZING STAKEHOLDERS AND PUBLICS As we discussed, in the world of public relations there is no public . We are
all hoping to and actively working towards communicating with a certain
group of people that will be able to serve some of our purposes, be it
selling, brand awareness, brand building or any other desired actions.
Every organization has its own set of principles and values, and this helps
us determine our priorities.
Experts and professionals from the public relations industry have often
met with the same dilemma -how do we prioritize our public. Over time
they have been able to produce several methods that will help us
determine that. And as a starting point we need to answer a key question:
How much at tention to detail and effort would each of these stakeholders
need? You will only be able to answer this question if you have a correct
and clear view of who your audience is and what their interests and
attitudes are.
It is impossible for all the stake holders to have the same interest and
requirements from the organization and there is a possibility that you
might be expected to manage stakeholders with potentially conflicting and
contradicting interests. As you design a campaign, a big challenge could
be to divide your attention in a justified manner since you might not have
enough resources to give everybody the same amount of attention. While
it might be tough at the beginning, there is a huge scope of success for the
organization if they are able to identify their priority stakeholders when a
crisis arises.
Defining Stakeholders :
Before we delve deeper into the subjective processes of prioritizing, let’s
understand who a stakeholder is. As per Edward Freeman(1984), a
stakeholder is a group or indivi dual who is affected by or can affect the
success of an organization. This is only a surface -level analysis of who a
stakeholder could be. In today’s world of global shareholders and new
models of businesses, anybody can be a stakeholder in an organization ‘s
perspective. For instance, an educational NGO that works in India can
have several stakeholders -it could be its employees, direct beneficiaries
such as children, parents, and communities, could be the board members
and donors, or it could simply be some body who is interested in
contributing to the educational sector in the future. Grunig and Repper
differentiated the terms “stakeholder” and “public” as - ‘Organizations
choose stakeholders by their marketing strategies, recruiting, and
investment plans, b ut “publics arise on their own and choose the
organization for attention. Grunig and Repper (1992), This classification
relied on John Dewey’s definition of a public: “That it is a group of people
who face a similar problem, recognize the problem, and orga nize
themselves to do something about it”. From this perspective, it’s important
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101 there might be an action that follows we communicate and engage with
them.
Defining stakeholders from an organizational perspective :
It’s important for an organization to define its stakeholders and that can be
done by identifying their linkage with the organization. One can
understand and study all the attributes each of the stakeholders have and
bucket them into classifications. In a popular model, Grunig & Hunt break
this down and define stakeholders into four brackets based on what
connection they have to the organization -enabling, functional, diffused,
and normative stakeholders (Grunig and Hunt (1984).
7.2.1 What are the types of Media Organization :
Enabling stakeholders to have some control and authority over the
organization, such as stockholders, board of directors, elected officials,
governmental legislators, and regulators, and so on. The se stakeholders
provide an organization with resources and necessary levels of autonomy
to operate. When enabling relationships falter, the resources can be
withdrawn and the autonomy of the organization limited, restricted, or
regulated.
Functional stake holders are essential to the operations of the
organization and are divided between input —providing labor and
resources to create products or services (such as employees and
suppliers) —and output —receiving the products or services (such as
consumers and re tailers).
Normative stakeholders are associations or groups with which the
organization has a common interest. These stakeholders share similar
values, goals, or problems and often include competitors that belong to
industrial or professional associations .
Diffused stakeholders are the most difficult to identify because they
include the public who have infrequent interaction with the organization
and become involved based on the actions of the organization. These are
the publics that often arise in times of a crisis; linkages include the media,
the community, activists, and other special interest groups.
Understanding the linkage model should help an organization and the
communication professional identify all its stakeholders. While the
diffused linkage between stakeholders could be hard to define since it’s
different for each situation and is completely subjective, the other three are
mostly concrete.
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102
2) What are the types of stakeholders?
The Situational Theory of publics :
Grundig created a situational theory that can potentially demonstrate why
some public actively contribute while others are completely passive and
often not contributing. Now that we have understood the stakeholder
categories, looking at it from this perspective, one will be able to identify
which pub lics will actively contribute towards your mission and who
won’t. This should help prioritize your stakeholders based on your
purpose.
Those publics who do not face a problem are non-publics , those who face
the problem but do not recognize it as a problem are latent publics, those
who recognize the problem are aware publics, and those who do
something about the problem are active publics. He also recognized three
variables that indicate why a certain public can act a certain way in certain
situations. And the factors are - level of involvement, problem recognition,
and constraint recognition.
If we want to look at our role as a communicator, and use these three
factors to identify our priority, the process will look like this. The level of
investment and i nvolvement will take precedence as a factor. Is a certain
group of audience actively involved in scenarios where the organization is
present? For instance, if you are supporting the campaign that sends out
the message of environmental preservation, is your audience actively
involved in climate crisis mitigation or even addressing the crisis? The
second lens would be problem recognition. There would only be any kind
of active participation from the audience if they are able to see the
problem clearly and understand the impact it could create on their lives
instantly. If they are unable to see the problem, there is no motivation to
actively contribute. Once again, if we take the same scenario as above, is
your audience seeing the actual changes that are caused by the climate
crisis around them? Are you able to do any work that will make them
aware of it?
The last one is more of a psychological element. If a certain individual
believes that there is nothing, they can do to make a difference in the
given scenar io, there is less motivation for them to actively contribute. If
somebody has high constrained recognition, they will be less active. But if
an individual can see the role, they could play in changing the scenario,
there is more motivation for them to acti vely contribute. For instance, if
your audience, who is now aware of the issues that are happening around
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103 the issue, there will be a big chance of them actively contributing towards
it. If your audience believes that there is nothing, they could do about it,
they then stay passive. It’s also important to note that past experiences,
social norms and changing realities would also play an especially key role
in determining who is active and who wouldn’t contribute. If there is a
history of active involvement in a certain something being oppressed, it
can work both positively and negatively.
Active publics are likely to have elevated levels of involvement and
problem recognition, and lowe r levels of constraint recognition. Aware
publics will process information and might act but are limited by lower
levels of involvement and problem recognition, or higher levels of
constraint recognition. The latent public is not cognizant of how an issue
involves them or doesn’t see it as a problem. There’s a potential for them
to become aware at a later stage, however.
Grunig in his further research on the public recognized four distinct
kinds of publics:
1. All-issue publics, which are active on all is sues.
2. Apathetic publics, which are inattentive to all issues.
3. Single -issue publics, which are active on a small subset of the issue
that only concerns them.
4. Hot-issue publics, which are active on a single issue that involves
everyone , and which ha s received a lot of media attention.
To help you put this into perspective, all -issue publics will always get
more relevance over the inactive public, especially if their urgency and
environment are more significant. You can predict the possibility of yo ur
stakeholders becoming an active public by identifying if the problem
involves them or if they are aware of it. It’s crucial to note that active
public does not necessarily mean positively responding to a respectful
public. Given the situation and the na ture of stakeholders, the active
contribution should be both positive and negative.
Communication strategy for stakeholders :
While it would be wonderful to have the active public be your key
stakeholder all the time, It’s not always the reality. It’s quit e possible that
your priority stakeholder is inactive or unaware. There are many external
factors that determine what your priority public is going to be and not all
of them are in your locus of control. So the organizational strategy should
be designed in a way that will help you reach out to your priority public.
Based on our former discussion, we can divide our stakeholders into four -
one would be the group that is active and supportive, one would be
supportive but inactive, there will be a group that c ould be active and non -
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104 Category one should be your top priority given both you and they have
something to achieve out of the set strategy. These are the people that you
want advocating for you, and their involvement and engagement levels
would be high. The second category is the ones where there is potential for
us to inspire and inform them to become active. If you make them aware
of their problems and show them how this certain issue impa cts their lives,
there is a chance of them turning into category one. The third category is
tricky given that they are active but not supportive of the organizational
strategy. There is a possibility that they will be defensive and negatively
react to the communication that you have sent out. This is where the
organization needs to produce conflict resolution strategies and firefights.
The last category is inactive and non -supportive which means the effort
and investment that we will have to spend on them i s much higher. This
will never be a priority category. However, there always needs to be
communication that is sent to them that makes them aware of the issues so
that the door stays open for them to be around to be supportive.
Once you define your publi cs and priority group, there is one more step
that you can utilize that optimizes your prioritization. According to
Wilson(2005), there are three types of publics involved in communication
strategies: key publics, intervening publics, and influentials. Key publics
are individuals such as board members, donors et cetera whose
participation is important for you and your organization to achieve its
basic goals. Given a dependency on them they will always be the highest
priority group. The intervening public pa sses the information on to the
priority public and acts as opinion leaders. A fine example would be the
media and media houses that disseminate information everywhere and can
drive change. This might or might not become a priority segment
depending on whet her you want your information to be passed on to the
public . Other influencers can be important intervening publics, such as
doctors who pass the information on to patients, and teachers who pass the
information on to students. This is why word of mouth is often seen as a
key metric for the success of a campaign. Influents can either support an
organization’s efforts or work against them.
There is a possibility that some individuals from certain publics will turn
into their trustworthy opinion leaders to e ither verify or disapprove a
message coming from the organization. If there is clear loyalty towards
them, the campaign could only be successful if there is positive
verification from their end .
What’s the process once you define your publics :
Once you have learnt who your priority public is, it’s important for you to
go through the process of customizing your communication strategy and
narratives for them. It often means that, based on the filters that we have
identified throughout this chapter, you ar e now able to identify your active
public that you want to target to reach out to. Let’s take our familiar
example - Let’s imagine that you are working for an impact -based
organization that is working towards mitigating the climate crisis. After
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105 public to be people who volunteer or acted as activists during a movement
that took place a few months ago. This audience is both active and
supportive of the cause. Your communication strategy for them should be
straightforward and simple enough. They have already invested, they’re
already aware of the problem, and they have already shown us by
participating in this movement that they do believe in their capacity to
bring about a change. Since t hey are hitting all our checkboxes, our
communication should be re -rooted in a call to action. It needs to be
something simple enough for them to do. Something for them to show
initiative and their solidarity with the cause. Your second priority is your
non-active but supportive audience. This is a group of people who have
liked and subscribed to similar causes but haven’t really come out and
gotten mobilized under the banner of the cause. Your communication
strategy for them should be to make them believe that they have the
potential and ability to bring about the change they want to see in the
world. They are aware of the problem, they are invested in the cause, what
needs to be addressed right there is them not believing in their agency to
take things int o their hands. You can start off with simple actions that
don’t require much investment that they can do and then follow it up with
a proof point of the impact that they were able to see.
Another important aspect of prioritizing your public is its timelin ess.
Depending on what stage of your project cycle you are in, you might be
expected to communicate with different sets of audiences. Each time these
filters should be equipping you to make your decisions about who your
priority public is in that scenario .
However, even if your campaign is extremely successful, you need to keep
an open mind towards feedback. In the world of digital boom, in a space
where there are no boundaries between broadcasting and interpersonal
communication, and often where the worl ds collide, it’s important that one
has an ear on the ground. For instance, if you have identified your priority
publics and if you have started your communication with them, a couple
of decades ago, there was no way to measure the impact you created with
the said project. While it would have been exciting to see the press release
or press note you sent out being published in the mainline newspaper,
there wouldn’t be many other metrics for you to track the impact you were
able to create. In today’s time, which is fully changed. You are constantly
receiving feedback. Let’s imagine that the communication has started.
You may see that you have received an email response from a journalist
expressing more interest. You might be able to connect with them and
expan d further on the story and get it published. Once the story is live the
cycle of your communication is not really ending. Wherever the news
stories are published, you will be able to see how audiences are
responding to them. For instance, all the big tradi tional media houses in
the country including times of India, Hindustan Times, The Hindu, the
Indian Express, and the Deccan Herald all have their own versions of the
web. In most of the scenarios, anything that is picked up for print is also
published in d igital. On these digital platforms, you will be able to see and
track each audience's sentiment and responses. If you see there is
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106 platform, you know your story is resonating with many people. There is
also a chance of your story not being received well by your audience. You
will also be able to see and check it. The beauty of this is also that you will
be able to intricately understand what said piece of communication is not
resona ting with people. For instance, if this is not tasteful or consciously
done or mindfully crafted, the audience will be quick to point it out. If
there are any misrepresentations or if the communication is not inclusive
enough, the audience will be pointing it out. These can all be huge
learning as well as reflection points for you, as a professional. So while
you may have a couple of assumptions about your public priority, their
attitudes and likes might change. We are living in a society where even
social norms change over a couple of years. It’s essential that you
constantly follow and analyze your priority publics so that you can be
agile enough to adopt any changes that happen to their mindset factors.
Check your Progress :
1) Once you have identified your priority publics, what’s your next step in
designing a communication strategy?
2) What is the Communication strategy for Stakeholders?
7.3 SUMMARY Stakeholders that can become active publics and influence the success of
the campaign or can appeal to a larger group of people and influentials
like media or opinion leaders should take priority when you categorize
stakeholders. It’s also critical for us to keep in mind that influencers like
the media or groups may not be direct stakeholders of the organization,
but we need to inform, inspire, and invest in them to actively contribut e
towards it. Around your scope of work, anybody who can shape and form
public perception should be considered a key stakeholder as well. Your
priority public can be more than one. Your priority public can also be a
mix of one. Depending on the communicati on strategy that you are
weaving, at various points of the communication cycle, you may have a
completely different public priority. Often at the beginning of a
communication cycle, you may work closely with journalists and
influencers depending on your ta rget audience. Once it gathers
momentum, your priority public might change to a certain group of the
general audience. These processes are supposed to give you direction as to
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107 not defi nite, however, to make sense in the overly complex world of
broadcasting, this filter should empower you.
7.4 QUES TIONS: 1. What are public priorities and how do you identify them?
2. How can you define stakeholders?
3. How can your priority public determine y our communication
strategy?
7.5 REFERENCES:  Poulter, S. (Ed.). (2012). Identifying and Prioritizing Stakeholders and
Publics. In Public Relations: A Practical Guide (Chapter 8). Retrieved
from https://2012books.lardbucket.org/books/public -relations/s08 -
identifying -and-prioritizing -s.html
 Lester, C. (n.d.). Theory & Research. Retrieved from
https://sites.psu.edu/colinlester473/theory -
research/#:~:text=The%20situational%20theory%20of%20pu blics%2
0was%20developed%20by%20J.%20E.,involvement%20(Grunig%2
C%201989)
 McArthur, D. (2018). Managing Public Relations. Retrieved from
https://www.resea rchgate.net/publication/322802009_Managing_Publ
ic_Relations

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108 8
CONSTRUCTING THE CONTENT,
CRAFTING THE MESSAGE
Unit Structure
8.0 Objectives
8.1 Introduction
8.2 What is messaging and how to determine the messaging?
8.2.1 Constructing the conten t.
8.3 Summary
8.4 Questions
8.5 References
8.0 OBJECTIVES  This chapter would help you understand what messaging and the
power it holds.
 This chapter will provide insight into designing content.
 It will also provide you with practical insights into managing a
content campaign.
8.1 INTRODUCTION The most crucial part of establishing an effective communication narrative
is crafting the message. While it’s not easy to create one sure shot formula
to craft the most effective message and as an e xtension content, there are
guidelines you could follow to make that happen.
When you read an article or go through a campaign, the reason you
remember it is because of the effectiveness of the messaging. It in some
way speaks to you and strikes a chord with you. It’s a very sought after
skill these days to tell stories impactfully.
There are several factors that play into one deciding the creative process
behind crafting the message or the content. But also, one needs to keep in
mind the changing space of media and the overwhelming information
overload before they start creating their messaging. In this chapter, we will
understand how to effectively craft messaging and then translate that into
content that is relatable.

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109 8.2 WHAT IS MESSAGING AND HOW TO DETERMINE THE MESSAGING? In communication studies, a message is described as information
conveyed by words (in speech or writing), and/or other signs and symbols.
A message (verbal or nonverbal , or both) is the content of this exchange
process. The originator of the message in the communication process is
the sender. The sender conveys the message to a receiver.
Communication demonstrates the process of sending and receiving
messages, which can also be perceived as encoding and decoding
messages. "However," in the words of Courtland L. Bovée, John V. Thill,
and Barbara E. Schatzman, in "Busine ss Communication Essentials,"
"communication is effective only when the message is understood and
when it stimulates action or encourages the receiver to think in new ways."
Successful opinion leaders and influencers have been able to put forward
messages to persuade a vast audience, by informing, inspiring, and
mobilizing. Peter Obstler, in his essay "Working with the Media"
published in "Fighting Toxics: A Manual for Protecting Your Family,
Community, and Workplace," says: "A well -defined message has two key
components. First, it is simple, direct, and concise. Second, it defines the
issues on your own terms and in your own words."
One can take the example of the well -defined message in the slogan
introduced and popularized by Ronald Reagan's presidential campaign in
the United States in the 80s: "Are you better off today than you were four
years ago?" While it may seem glaringly obvious and simple, it helped
Regan take the reins of the rhetoric and conversation in the 1980
presidential election debate at every turn, although the very social system
at that point was extremely convoluted. Fueled by this simple but powerful
message, Reagan went on to win the presidency by defeating Pres ident
Jimmy Carter, by a significant percentage. This shows the power of
messaging .
Factors to determine your messaging.
There are several elements that you could keep a note of before you start
crafting the message. The primary thing must be your brief . While it may
seem simple enough, the cornerstone of your messaging should be your
brief. As a communication professional, when you start breaking down a
brief, it’s crucial that you look for elements that you can adopt in your
messaging.
Some key questi ons can be:
1. Is the brief defining the output goals clear ?
2. Are we clear on the editorial tone and language?
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110 4. Are we being sensitive and appropriate?
5. Will this hit the nail for our target audience?
Thes e are all questions one should answer before they start crafting the
narrative and messaging. Once you have these answers ready, you can
start looking at other elements.
The primary element that should determine your messaging is the purpose.
What is the purpose that you are trying to serve with this piece of
communication? Is it to convey an emotion? Is it to arouse a certain kind
of reaction? Are you trying to get people to mobilize and do a certain
action? Are we trying to break a stereotype? The purpos e is to define your
messaging holistically. To give you an example, imagine that you are
presented with a brief for which you are expected to create a campaign
that talks about women empowerment. There are several routes you could
take to establish this. B ut women empowerment is a broad theme. What is
the purpose this campaign should serve for women empowerment? If you
can define that well, you are already off to a good starting point. Let us
say that the purpose is to ensure that more women return to the w orkplace
after career breaks. What exactly do we want to change after this? This
purpose is what is going to define your messaging.
The second element that you must be aware of as you start creating your
messaging should be your audience. As we have estab lished before, there
is no public with which you are communicating . Even if you are speaking
to a broad group of people, there are still pockets of individuals that you
hope would resonate with this piece of communication so that you are able
to optimize y our impact. Let us take the same example as before, you are
now building the women empowerment campaign that is supposed to raise
awareness around women returning to workplaces after career breaks.
Who are you trying to communicate this with? Are you tryin g to make
employers aware that there is a group of talented individuals hoping for a
second chance to return to their careers? Or are we trying to convey to
women across the country that even if they have taken a career break, they
can still go back to the ir workplaces as they want? Defining your priority
audience clearly will help you craft the message. If you are
communicating with employers your messaging will have to be different
and appealing to them. You might not be going with an emotional first
approach, but while communicating with the actual beneficiaries will need
a completely different approach.
The third and key element is the newsworthiness of said communication.
While we may not have complete control of what makes news and what is
not, overall awareness of news values and current realities should always
be addressed when you craft a message. The same campaign about women
empowerment might have a better chance of being picked up by other
individuals if you do it around women’s Day or in the mont h of March.
There is also a chance of it being amplified by other publics if there is
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111 empowerment. Making messaging newsworthy helps you create more
effective outputs.
Another element th at one needs to keep in mind as they define messaging
is available to capture what is unique about this. Since it is easier to
explain this via an example, imagine that now you are in the last stage of
designing your communication strategy for the women em powerment
campaign. Are you able to, through your messaging, bring out the unique
selling point of the story? Are you able to tell the most powerful and
unique stories around this cause, will the audience or media be able to see
its distinctive nature? Ans wering these questions will help you develop
something that will make you stand out.
Finally, an essential element that should help you determine the messaging
is the emotion that you are trying to communicate. If you can zero down
on any emotion that you want to evoke amongst your audience early on,
your process of deciding the messaging should be much easier. You want
to evoke empathy and love, or you want to evoke disappointment and
angst which then can inspire people to act on it. Your messaging will be
heavily built around the emotions you want to generate in the people you
are communicating with, and the output will also be heavily reliant on it.
Best practices to identify your key messaging:
 Do not forget that everything you create has a 2-tier proce ss to go
through. Your priority is to get the Journalist to publish your content,
while the larger goal stays the same as the public engaging with it.
 Keep your messaging relevant.
 Keep your messaging timely and appropriate.
 Keep your message and focused o n what is happening currently.
 Keep your messaging simple and not overly complex.
 Ensure that your messaging can culminate into a clear action.
 Ensure that your message is crafted in a way that resonates with your
target audience.
 Ensure that you are messa ging a sensitive appropriate and inclusive.
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112 2) What are some best practices to keep in mind while finalizing key
messaging?
8.2.1 Constructing Content :
Now that we have established a process to identify your key messaging,
let us talk about how to generate content. Content generation today is an
economy . With the penetration of the internet and smartphones, there is a
tremendous growth that has happened in the number of people generating
content and the number of people consuming it. If you look around,
everyone including you has a smartphone in which there are several apps,
all built on content consumption and generation. While this is
democratizing the world of content generation to no end, this is also
turning the digital space into a highly competitive and overloaded space.
Every day people are bombarded with various forms of content around
everything that is under the sun, and to be perfectly candid, they are spoilt
for choice. This leads us to the biggest issue the communication world is
facing right now -how will you stand out from the clutter?
While there is no formula to create effective content, there are some things
you could keep in mind to ensure your content is relevant, relatable, and
shareable. Here we discuss some of these filters you could keep in mind as
you create content.
Your target:
You will or only be able to create quality and meaningful content if you
are able to identify your target group. A couple of decades ago, you could
create one press note or feature story and reach out to everybo dy from
every age group across all social classes. Today that is far from reality.
The specialization and customization that happens between these groups
are incredibly detailed. For instance, as a brand that directly communicates
to young people like Spot ify, your primary target group would be between
16 to 45. These are people who come from all occupations . These could be
college going students, this could be working professionals, this could be
top executives, this could also be homemakers listening to m usic. Not all
of them get their information from the same platform anymore, and nor do
they have the same interests or attitudes. So defining your target audience
very clearly is key in crafting your content. If you have more than one
target group, define each of them individually and serve them separately.
Your medium:
Now that you know what your target audiences are, you should be able to
also identify what their key mediums are. Let me establish beforehand that
each group of audiences now receives and c onsumes content across
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113 used by Millennials and Gen Z while Facebook has been taken over by
slightly older generations. News platforms like Inshot are preferred
amongst the younger age group while magazines like Caravan are still
read by top executives. There are also platforms like Snapchat, Reddit and
Discord which all have a unique set of audiences. As a communication
professional, you should be able to identify which are the key med iums
that you are intending to communicate through. This is an effortless
process . This day is given that everybody wants an off -line and online
process presence. However, determining your primary platforms of
communication will make the content generation processor easier. Each
platform also has its own unique format that is popular. On Instagram, it is
reels, on platforms like BuzzFeed it is Listicles. So choosing the platform
also helps you choose the format.
Your format:
Now that you have identified the medium and target audience, your next
decision is around the format that you want to choose. You simply must
think about your messaging and strategically imagine what format of
content would bring you maximum impact. You can either choose a
popular format that has tremendous reach amongst your target audience,
or you can choose a format that is more niche but impactful.
Optimization:
The next factor that you need to keep in mind as you start generating
content is optimization. As we discussed earlier, the media space is
heavily cluttered and unless you can produce something that will help you
stand out, there is extraordinarily little chance that your content pieces will
be noted. To optimize the impact of your content, there are several things
you could d o- you could potentially do a collaboration with an influencer,
you could do a partnership with a like -minded organization, you could hop
on a viral trend that connects you with your key messaging. While you are
generating content you also think about what will help you generate the
maximum impact.
It is important to note that the news values are changing. From traditional
news values such as proximity, timeliness, and human interest, we have
moved on to a new age world order where things like shareability are the
key metric. As you create your content you need to keep constantly asking
yourself is this a piece that is shareworthy? Does this have any element in
it that makes it appealing to a group of people that is not directly invested
in the work your org anization does?
How to measure your content’s impact :
There are several metrics that you could use to measure the impact your
content and messaging generate. Each digital platform comes with its own
set of built -in digital – forces and key metrics. While me asures like reach,
engagement and impressions could be good factors that help you
understand the impact of your content, another crucial factor unit takes
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114 from your audience, especiall y your priority audience, directly in real -
time on the piece of content you have generated. It is important for you to
take note of feedback from there.
Sustaining an effective content pipeline :
Now that you are familiar with the new model of crafting the messaging
and constructing the content, let us look at some common real -life
examples of maintaining an inflow of effective content in our everyday
professional life.
1. Researching and planning your content in advance :
The only effective way of ensuring your content is working is to
constantly research and update yourself. Before you start laying out your
content strategy, you should research all aspects of your product/service,
audience, and brand to prepare yourself. Looking up to your peers and
competi tion is encouraged. This should give you a basic understanding of
where you are headed. Based on this you can start building your content. It
is also a helpful practice to plan your content and messaging in advance.
Most communications professionals mainta in a calendar that helps them
keep track of important days etc.
2. Clearly defining a target audience :
It would make sense for you to not only identify your audience but also
define them as segments. In other words, based on the information that is
availab le to you, it’d be helpful for you to start imagining audience
personas that would help you imagine the predicted actions from them:
Most audience profiles would entail.
 Basic demographics (age range, gender, income, education level, etc.)
 Media consumpti on
 Hobbies & interests
 Goals
 Barriers to reach.
Once you have this persona in place, this will help you strategize your
content as well as its placement better. A communication professional
knows the communication collaterals we create are not for the bran d but
for the audience. If we are unable to convince them that they need to be
invested in some capacity, engagement would be low. So be it the
messaging or the content itself, it needs to revolve around the audience.
3. Your brand :
Every brand would hav e a story, rather need a story. Irrespective of which
organization you are working with, your brand has a persona. And this
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115 in imagining the brand as an individual. For instance, whe n you think of
Apple, you imagine keywords like luxury, high -end, innovative , and
innovative. Just like a person, you might also think of some negative
elements, such as expensive, repetitive, and flashy. Another example
would be the brand Amul - it is iconic, humorous and for everyone. It is
personas like these that help you define and maintain your messaging and
content. The persona should be reflected in everything we create and
through only positive reinforcement you will be able to create positive
recollection.

Figure by Deloitte HX TrustID™ :
Deloitte, through their HX TrustID™ offering, explains that:
 Humanity is rated of higher importance for service industries like
hotels and casinos.
 Transparency is rated most important for transportation and logistics
companies.
 Capability is critical for travel brands like rental cars, cruises, and
rideshare.
 Reliability is top of the list for the automotive industry.
The brand persona helps you represent yourself authentically, and
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116 4. Creating a playbook :
Once you know your brand persona well enough along with your audience
profiles, you can start imagining a content strategy playbook. This is a set
of guidelines, templates and to -dos that would direct your messaging and
content crafting process. This can be considered a long -time investment,
given this can be used by the generations coming in.
The most basic components are:
 Your mission statements.
 Tagline and/or USP
 Value proposition
Speak to your customers and te ll a story :
Speaking directly to your customer is a skill you need to master over time.
You need to leave aside jargon and complex statements that would get lost
in the process of communication. Sticking to simple language and
universal terminologies can h elp.
A fine example of simple enough communication would be FMCG
brands. Brands like Colgate and Sunlight have all been using amazingly
simple , direct, non -cryptic messaging to convey to the customers what’s
best for them. They don’t go around and talk a bout all the aspects of the
product, they will stick to the basic aspects - like affordable prices, fast
results, or its iconic status.
Irrespective of your approach, your goal should be to tell a powerful story
that can be woven into your strategy seaml essly. A delightful story will
speak directly to the audience's hearts than a very professionally
researched case study or graphics.
Consistently test and refine :
Crafting the content or messaging is not a linear process. It is a full circle.
Once you kn ow what content to put out with what messaging and where
you should be able to do some kind of trial and error and testing to ensure
it is effective. Once your content is out to the public, your work does not
end there - you will then be on the receiving e nd of feedback from both
platforms as well as the audience.
By doing sentiment analysis and gathering inputs from all around you will
be able to understand what is working and what is not. It is recommended
that you document this part heavily so that it p rovides you with insights
for the future. These can even go on to become case studies for others.
You can then use these analytics and insights to report back to the relevant
authorities.
It is only through constant testing, refining, and fine -tuning that you will
be able to get to a point where you understand the right mix of strategic
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117 Check your Progress :
1) How can you measure your content’s impact?
2) What are some practices that will help us sustain powerful content
inflow?
3) Talk about the Medium under Constructing Content
8.3 SUMMARY We are a part of a world where consumers and audiences are flooded with
hundreds of messages each day and, as a result, have become extremely
selective about what they will listen to. This presents us with both a
challenge and an opportunity.
One must not underestimate the power of effective messaging. You could
be communicating and advocating for something that is not inherently
phenomenal, but if you manage to get creative with your messaging,
there’s a better chance that you will do well in your career. Evolution has
turned our brains into an organ that relates better with stories and emotions
over only plain hard-hitting facts. Climate campaigners have been talking
about the looming threat of complete destruction for decades with little to
no avail . Incorporating the right story and delivering it via the right
medium can make all the difference.
Messaging and co ntent crafting are interconnected. One depends on the
other. Crafting powerful messaging can only happen when you have a
deep understanding of all the aspects of your target audience, your brand
persona, your medium and your strategy. Similarly, constructi ng content is
dependent on understanding the news values, formats and optimization
plans along with a deep understanding of your platforms . Having a solid
messaging strategy helps to strengthen your brand and allows you to stand
out in your target market.
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118 8.4 QUESTIONS 1. What’s messaging?
2. What is the connection between messaging and content?
3. What are some lenses that will help you identify your messaging?
4. What are some best practices to follow to maintain a successful
content inflow?
8.5 REFERENCES  Yu, P. (2021, April 29). Crafting an Effective Messaging Strategy: A
Comprehensive Guide. CXL. Retrieved from
https://cxl.com/blog/messaging -strategy/#h -conclusion
 Deloitte Digital. (2020). The Trust Imperative: How to bridge the trust
gap with human experience. Retrieved from
https:/ /www.deloittedigital.com/content/dam/deloittedigital/us/docum
ents/offerings/offering -20200706 -hub-trust-hx.pdf
 Sweeney, R. (2020, January 15). Four Steps to Crafting a Strong
Brand Message. Forbes Agency Council. Forbes. Retrieved from
https://www.forbes.com/sites/forbesagencycouncil/2020/01/15/four -
steps -to-crafting -a-strong -brand -message/
 West, B. (n.d.). How to Craft a P owerful Message. The Story of
Telling. Retrieved from https://thestoryoftelling.com/how -to-craft-
powerful -message/
 National Socio -Environmental Synthesis Center (SESYNC ). (n.d.).
Crafting a Clear Message. Retrieved from
https://www.sesync.org/for -you/communications/toolkit/crafting -a-
clear -message
 Hornick, J. (2018, February 20). How to Create an Engaging Content
Experience. Influence & Co. Retrieved from
https://blog.influenceandco.com/how -to-create -an-engaging -conte nt-
experience

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119 9
STRATEGY AND TACTIC - DIFFERENT
STROKES FOR DIFFERENT FOLKS
Unit Structure
9.0 Objectives
9.1 Introduction
9.2 What is the difference between strategy and tactics.
9.2.1 Different strokes for different people
9.2.2 PR tools to use tactically.
9.3 Summary
9.4 Questions
9.5 References
9.0 OBJECTIVES  After going through this chapter you will understand the difference
between tactics and strategy
 Awareness about a few PR strategies and tactics you can adapt to your
career.
 You wil l be able to identify PR tactics and strategies implemented by
other professionals by observing.
9.1 INTRODUCTION A successful campaign's strategy and tactics are crucial in the field of
public relations. Although the terms "strategy" and "tactics" are fr equently
used interchangeably, they are distinct ideas that call for distinct methods.
Developing key messages, determining target audiences, and defining the
campaign's overall objectives are all part of strategy. Strategies, then
again, include the moves made to accomplish those objectives, like media
effort, occasions, and web -based entertainment commitment.
A well -thought -out and well -executed strategy and effective tactics that
are tailored to the campaign's specific requirements and objectives are
necessary for a successful public relations campaign. We will examine the
distinctions between strategy and tactics as well as the significance of each
for creating successful public relations campaigns in this chapter. We will
look at the critical parts of a sound PR methodology, including
distinguishing main interest groups, creating key messages, and deciding
fitting strategies. In addition, we will investigate a variety of tactics,
including media outreach, events, and social media engagement, as well as
the significance of tactics in a PR campaign. You will have a clear
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120 by the time this chapter is finished, as well as the tools and strategies
required to create and carry out suc cessful campaigns.
9.2 WHAT IS THE DIFFERENC E BETWEEN STRATEGY AND TACTICS About 2,500 years ago, Sun Tzu, a military strategist from China wrote
“The Art of War” and said, “Strategy without tactics is the slowest
route to victory. Tactics without strate gy are the noise before defeat.”
Although we tend to use strategy and tactics often interchangeably , they
are in fact two different things. They accentuate each other and act as a
catalyst. You may observe many real -life examples, but holistically you
can define tactical vs. strategic like this.
 Strategy defines your long -term goals and how you are planning to
achieve them. In other words, your strategy gives you the path you
need toward achieving your organization’s mission. If you want to
reach a certain audience in 3 years, your strategy is your overarching
‘how to’ guidelines.
 Tactics are short -term actions with immediate gratification executed
perfectly. They involve best practices, specific plans, resources, etc.
They are also called “initiatives.”
What makes a good strategy?
Everyone at an organization needs to be aligned with its strategy. It in
some capacity should be reflective of organizational values and principles.
As a communication professional, you can often be responsible for
building strat egies for brands, organizations or just for self -advancement.
You will be expected to take input from all key stakeholders, identify
priorities and their orders and create actionable items to support that
growth.
If you are responsible for the communicati on strategy of a tech giant, for
instance, a good strategy would address the result aka outcome. Does the
organization want to communicate with businesses or the public ? Are they
hoping to generate leads or build awareness? What are timelines and key
miles tones to keep a note of? These will all be the fundamental questions
you will have to answer. You then create the strategy for the desired
outcome, with the right modes of communication within the time frame
required. You will also be expected to do all th is within the organization’s
framework. It cannot be contradictory to what you claim to be your
brand’s voice tonality or values.
What makes a good tactic?
A tactic will serve a definite purpose that will act as a catalyst for a
strategy and outcomes. It is often an activity or a few of them within a
short span of time to achieve the desired outcome. A good tactic is one
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121 Let us imagine that you are responsible for the PR tactics for the same tech
giant. The proposed pu rpose is to inform the audience that a new product
is launched. An innovative tactic would be a social experiment that
captures the spirit of the product in a very public place that is then
broadcasted to a wider audience. While you are not directly pluggi ng the
product, you are building on the purpose of the product and are doing a
quick actionable thing that will bring results. This tactic can be a part of
your long -term strategy.
Overall words to live by are - “Think strategically, act tactically.”
Whil e you may not be expected to differentiate between tactics and
strategies, it’s good for you to know how to, so that when it’s your
responsibility to design one of these, you will be able to produce a
structure that includes all.
1. Strategy is based on exte nsive research, planning, and internal
reflection. It’s the organization’s long -term goal, whereas tactics are
short -term actions with short term outputs. For example, if your
marketing strategy is to improve your influence and performance on
social media, then your tactics might be to determine the best
channels for your business and the most effective messages for your
audiences.
2. Strategies CAN change since organizations can also pivot to a
different world to suit more emerging needs etc. however, this will
have to be decided collectively as a group and adjusted accordingly.
Tactics on the other hand can be changed effortlessly . It doesn’t have
the same deep impact strategy sh ift has.
3. Strategy and tactics work together as means to an end. They aren’t
mutually exclusive; they must collide at a common interest point for
you to be able to achieve a certain goal.
4. The best strategy and tactics won’t answer all the questions.
9.2.1 Different strokes for different people :
Now that we have a decent understanding of what’s a good tactic and a
good strategy, let’s talk about customization . The same strategy or tactic
doesn’t work or even produces comparable results with two different s ets
of audiences. A campaign that might have been a soaring success for a
certain group of people might be considered a weak or even inappropriate
one at some other place. It should also be pointed out that various times
could also mean different strokes.
While we have a wide array of tools available at our disposal to
disseminate our narrative, we need to identify what to communicate with
before we go ahead with executing our strategy.

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122 How to choose a stroke:
 What do I want from this stakeholder : in a communication project,
paths are always mutual. While the communicator wants something
from the audience, the audience also wants something in turn. The
newspaper serves you news, but you also want to know the world’s
happenings. A key lever that will he lp you determine what stroke to
use is what you want from them. Is it that you want them to listen? Do
research? Get mobilized and launch into action? Knowing this will
help you determine what strategy you need to use.
 What are the mediums and their impac t: a factor that would
determine your strategy would be the choice of mediums and their
accessibility. If your target audience is farmers of India, a website that
takes a long to load or an English news mention might not be the way
to go. Knowing the mediu ms your audience utilizes helps you create a
strategy that’s powerful.
 What’s the role of influence they play: each stakeholder plays a
different role. Except for the rare occurrence like a B2B(Business to
Business) magazine, most of the pieces of communi cation you put out
will be seen by many people and not necessarily, will all of them
come from the same occupation . For instance, an article about a case
study that’s a proof point for your organization’s work will first have
to be pitched to a journalist. What would be the most effective
communication method there? Is it cold calling and emailing? Or is it
focused on sending them a sort of note and building an interest?
Beyond that, once the article is published, what output do you want?
Do you want people to sign a petition, or do you want them to tweet
to a government official? What level of influence they hold in your
strategy power mapping is a determining factor.
 Addressing the current reality: Your tactics and strategies should
both reflect reality . An extremely aggressive posting campaign
wouldn’t have been effective at all, at the beginning of the pandemic.
Instead, tailoring your collateral to suit reality would make a
difference.
 Changing social values: the social fabric of society is always
chan ging. Your strategy and tactic should acknowledge that. The
younger generation is a lot more invested in causes like mental health,
work -life balance, identity, freedom to express etc. How do you
customize a strategy or tactic to suit them? Would they rath er listen to
a bold advertisement that just talks about the product or a meaningful
discussion that also mentions your product?
 Who are they: Finally , who these people are? Are they journalists?
Your outreach can start with a respectful email. Is it a pot ential
partnership? You may start by researching their brand and finding
constructive collaboration . Is it for the mass public? You may lead
with a popular meme and segway into your messaging. Who your
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123 define your strategy. A video might be more effective with a middle -
aged homemaker while a meme is more interesting for a collegegoer .
Check your Progress.
1) How can one choose a stroke for a certain audience?
2) What makes a good tactic?
9.2.2 PR tools to use tactically :
 Press release
 Press notes.
 Op-eds and a guest editorial
 Feature pie ces
 Interviews
 Media bytes and panels
 Quotes
 Listicles
Press release :
it’s a detailed note that fleshes out all the 5Ws and 1H of the situation. It is
often shared with the wide network of media or selectively shared with a
few. There is no final forma t or structure for a press release. It differs from
person to person and organization to organization. However, there are
some fundamental elements that should be a part of a press release. The
first one is a catchy headline. Here is where you can exhibit your different
strokes. If you are trying to pitch this to a human -interest journalist, you
will have to customize your title to suit their beat. The first one or two
paragraphs of the press release should be able to convey maximum
information to the journ alist. Please keep note of the fact that this press
release may be published as it is or people might use it as a source of
information to then build a story further . It’s your responsibility to
comprise and arrange the information in a way where both thes e functions
are done easily with the press release. If your public relations purpose is to
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124 Another important part of a press release will be a potboiler. This
represents a small and co ncise write up about the organization or multiple
organizations that are coming together with the press release. This helps
the journalist make an informed decision about whether they want to
publicize the story based on their investment. The press release may also
contain contact details of the respective individuals so that in case they
need more clarification they are able to contact you.
While a press release is quite the norm In the PR world, it would be
interesting for you to adopt a different approa ch and cater directly to the
journalist's needs. They might be more interested in reading a story or a
case study or a press release. You can always substitute and accentuate
these tools with tactics that will yield maximum output.
Press note :
a press not e is a much shorter write up that you can send to various
journalists. This is different from a press release simply because this only
provides limited information around an instance. While a press release
might contain multiple quotes from the key stakeho lders of the event, a
press note provides adequate information and opens an opportunity for
conversation from the journalist's end.
Op-Ed:
An Op -Ed or a guest article is one of the highest forms of engagement in
PR. This is set up in a way wherein a publ ication, who has a keen interest
to engage with the key stakeholders of the organization or brand that you
work with, invites you to come and actively contribute to an editorial
piece on the publication. This is an amazingly effective form of PR
especially because this is being written in the authentic voice of your
spokesperson. The story can be created based on your narrative and
messaging. And you don’t have any of the same constraints as the
journalist has. This usually comes into being when there is a truly relevant
conversation happening around a certain theme and the publication
identifies your spokespeople to be the best people to share our expert
thoughts on it. For example, if you work with an Ed -Tech startup, when
the school closures started, it w ould have been an excellent opportunity for
you as a PR person to reach out to education journalists across the country
and asked them if they would like an expert opinion on how Ed -Tech can
bridge the gap between school closures and learning. While this i s a much
bigger investment from both your as well as the end of the publication,
you will have to approach the team strategically. It starts with identifying
the right time to reach out to the publication with the right peg. But if it
materializes, it’s on e of the highest forms of PR output.
Feature covers :
One of the main tools PR professionals have at their disposal is the senior
leadership team at their organization. It’s mostly an untapped space,
especially if you have a noteworthy leadership team. As a tactic that can
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125 key spokespeople. This is usually the CEO or someone in a similar
capacity in your organization who represents the brand value explicitly. It
could be interesting fo r their journey to be covered in a feature for the
world to read. This not only humanizes the leader but also indirectly
speaks about the brand or organization they have built thus bringing the
attention back to us. When you choose the spokesperson for you r
organization, it’s essential that you choose someone who is
compassionate, consistent, comfortable, and confident.
Interviews :
There are two ways you can get interviews. One is remarkably like what
we established in our previous point, by bringing up yo ur leader as a
spokesperson for your organization. If you can garner enough interest in
their life and journey, you might be able to place them in an interview.
Sometimes interviews are not exclusive. There might be other panels that
are ongoing around a c ertain theme. And your leader might be a good fit
for expert set panelists. That’s also an excellent opportunity for PR for you
and your organization. If there is an immensely powerful impact story that
you would like to capture in an interview, it might b e interesting for you to
create interesting collateral around said case study. You can use this as an
anchor and start conversations with various journalists. As you start these
conversations, you also must keep in mind whether this is a beat that is
relev ant to them. And that if this is a theme that is timely and relevant. If
all those things are aligned, there is merit in exploring the possibility of
getting an interview out there.
It’s important for you to note that the lines between PR and digital medi a
communications are blurring. Sometimes outputs from PR translate
themselves into social media and vice versa. While it can get a little bit
more challenging and complex in terms of processes, it would be
remarkably interesting for PR professionals to sta rt using their digital
media platforms as tools to gather interest around a certain story.
Media bytes :
Sometimes when the media does a story that is truly relevant and prevalent
in work you do and if you have the image of an expert in the industry, they
might reach out to you for features. These will be in the form of short
interview bytes. While you will be expected to provide your insights on a
certain theme that is already predetermined, it is still an excellent
opportunity for you to highlight your br and.
Quotes :
Like media bytes and interviews, journalists often seek quotes from
experts. This could be for a story that they are already doing. While you
may have extraordinarily little decision -making ability around the
narrative and the messaging of t he whole story, you will still have an
opportunity to present yourself as a representative of the date.
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126 Listicles - These are simply another format of storytelling that has become
popular in the last decade. Instead of presenting information in a long
feature, long -form piece, listicles simply capture to the point concise
information as pointers. The whole listicle might not talk about your
product/service. But it will be tactfully placed there. This is often done by
lifestyle or gen Z platforms.
Press meets:
In key milestones for the organizations, like a new product launch, it
might be important for you to hold space for the media to interact with
your organizational spokespeople. When you hold a press meeting,
because there are so many of them happening, you must find a way to
incentivize your press meeting over each other. PR people often board a
celebrity or influencer partner to ensure the media has a personal stake to
show up to their press meet. These are also extremely effective if you are
addressin g a crisis.
Media junkets :
If you have a powerful case study that you want to capture, what should
you do to get the journalist to learn more about it? The answer is to take
them there. Press junkets are an opportunity for an organization or a brand
to tak e the journalist to a certain location that is reflective of the story that
you are trying to propose. For instance, if you work with an organization
that advocates for rural development, a press junket to a small village
outside the city that’s facing a lot of infrastructural challenges could be an
interesting tactic. This helps you show them the breadth of the issue.
While it’s a human -interest story for them, it’s a story that brings out your
purpose for you and your organization. While it must be hard f or certain
products and brands to get an opportunity to make that happen, for a
public relations professional who works in the social as well as the
development sector, this is an excellent platform to show the impact
stories. It’s not just a problem that you will be able to capture in the press
junket. If you have been working with a certain location for a long while, a
press visit to the location could help you exhibit the impact you have been
able to create in that region. This is a very direct way of ca pturing your
brand’s mission and vision.
While these are all amazingly effective PR tools, none of them substitute a
strong strategy or tactic. These are all apparatuses you need to utilize
along your journey to ensure that you can deliver on your PR stra tegy. The
beauty of these PR tools is that they can all be customized and tweaked as
per our requirements. For instance, the same press release can be tweaked
and rewritten to be sent to a B2B journalist, assuming an interested
reporter, millennial Web pub lication, or a traditional journalist. Once you
have identified what your PR strategy is, you can then go on and
determine what PR tools you are going to implement tactfully to make
your strategy a reality. While these are all extremely helpful tools, ther e is
also merit in being innovative when it comes to using these. As we have
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127 blurring. While that might make it harder for processes to be efficient or
for division of labor to be clearer, it still presents you with enormous
potential to experiment. For instance, now PR professionals don’t have to
wait for a journalist or a newspaper to pick up their story for weeks. They
can use their own digital media platforms as an avenue to self-publish . It
often happens that you have self -published something and that sparks
interest in a journalist or a media house, and then they want to publish
more about the story. Taking things to the public is not as challenging as it
was a couple of years before.
This also means that your PR tactics can be multifaceted. Earlier if you
wanted to tell a heartwarming story, you had to write an immensely
powerful piece and mail it to your network of journalists and wait for
someone to respond back to you. You may also have to do a couple of
follow -ups since they are bombarded with these kinds of emails every
single day. Today you have the liberty of creating a thirty second or one -
minute clipping of the story and publishing it on a suitable digital channel.
This can then result in it receiving public attention and the story can then
come to the limelight.
Check your Progress :
1) What are some tools you can use to advance your PR strategy?
2) Define 2 PR Tools
3) What are Feature Covers?
9.3 SUMMARY To sum it up, in the world of PR, powerful strategies and tactics that can
facilitate storytelling can be quite powerful. There are several metrics and
filters that you can use to identify what/to use for who. There are also
several tools available to PR professionals that they can implement to
effectively achieve their PR goals. Success really lies within identifying
what approach to adapt for who and choosing a tactic or tool that will
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128 make this happen o r understand this, this is an evolving skill that might
come to you with experience. One also needs to stay on top of trends and
technology that can shift what’s happening in the world of communication
for you to effectively be able to do this. Now with in terpersonal
communication and mass broadcast transcending their boundaries, it’s
crucial for PR professionals to stay aware of the trends so that they can
identify what to connect with their strategy. Briefly , different strokes for
different people simply means knowing what the audience or the journalist
might want and delivering it in your capacity exactly.
9.4 QUESTIONS 1. Why should you have different strokes for different people?
2. What are some tools you can use to tactically advance your strategy?
3. What ’s the difference between a tactic and a strategy?
4. What makes a good strategy?
9.5 REFERENCES:  ClearPoint Strategy. (n.d.). Strategy vs. Tactics: The Key Difference
& How to Use Them. Retrieved from
https://www.clearpointstrategy.com/strategy -vs-tactics/
 Rajan, R. (2014, February 16). Different strokes for different folks.
Business Standard. Retrieved from https://www.business -
standard.com/article/management/different -strokes -for-different -
folks -114021600626_1.html
 Cuthbertson, R. (2016). Different Strokes, Different Folks.
Communication Director, 9(1). Retrieved from
https://www.communication -director.com/issues/overcome -
stereotypes/different -strokes -different -folks/#.YmU7OPNBxQI
 Agility PR Solutions. (n.d.). Publicity Tools and Techniques.
Retrieved from https://www.agilitypr.com/resources/ pr-
glossary/publicity -tools -and-techniques/

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129 10
WHAT IS RISK IN PR
Unit Structure
10.0 Objectives
10.1 Introduction
10.2 What are some business risks?
10.2.1 PR risks and crises and the factors contributing to it.
10.3 How to effectively address a PR crisis.
10.4 What not to do during a PR risk.
10.5 Summary
10.6 Questions
10.7 References
10.0 OBJECTIVES ● This chapter will help you understa nd some potential risks faced by
public relations professionals.
● It will help you prepare and mitigate in case of crisis arises.
● I will make you aware of the process you need to follow if a
situation like that images.
● This also helps to prevent any m ishap from the communication
professionals' end.
10.1 INTRODUCTION Everything we do in the sector of communication is extremely public
facing. While this is an extremely rewarding career choice, it’s also
equally important to know that there is extraordi narily little room for error.
You need to be more careful with a domain like public relations because,
it is assumed that if you have communicated it via a tool of public
relations like a press release, press note, media announcement or interview
it is the organization’s official communication. While attention to detail
and double -checking can save you a lot of trouble, there are still many
risks that the PR industry has that we can’t control. This chapter discusses
in detail what are some potential risks l ike this and addresses how you can
tackle the challenges.
10.2 WHAT ARE SOME BUSINESS RISKS? Before we learn more about the risks that the PR industry presents you
with, let’s briefly go over what general business risks look like. These are
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130 Strategic risks in the business and political environment :
● Compliance risks – complying with rules and regulations.
● Operating risks – events that severely disrupt operations, such as
natural disasters, power supply, management complaisance or
incompetence, cyber security attack, etc.
● Financial risks – relating to the money flowing in and out of the
business.
● Reput ational risks – a ‘flexible’ term, but with major business
implications
While not all of them may seem relevant to our scope of work right now,
if you think about it, you will realize that any of these risks can translate
into a PR risk. Since your respons ibility would be to communicate to a
larger audience about the happenings at your organization, any of these
risks could extend themselves to that. For instance, a strategic decision
that is taken by an organization could go wrong and can turn into a PR
crisis. Even if it doesn’t turn into an instant PR crisis, if your organization
is responsible and transparent enough, it will be expected of you to
communicate that failure to the audience. It is also possible that the
strategic decision was a considerable success, however, in the process, you
have said/communicated some insensitive things that do not adhere to
your brand values otherwise. So addressing that will also be a part of
managing the PR risk. A new age example would be the ‘Don’t Say Gay’
policy by Disney. Despite the whole United States having liberal policies
and conversations around queer rights, Disney took a drastic step and that
has caused them quite a bit of reputational damage.
Potential threats to good PR:
Now that you have understood how easily a PR crisis can arise, let’s
quickly talk about what are some general potential U -turns PR could take.
One quite common PR risk that most people don’t talk about is creating
strategies that are not effective and communicating ineffectively. This
might not necessarily mean that your message is not being received by
anybody or is not disseminated far enough. It simply means that the
messaging with which you are going to your audience is not resonating
with them, you are not receiving any positive respo nses from them, or
even worse, you are coming across as a brand that does direct brand plug -
in and a little bit bragging. When you are creating communication
strategies and PR campaigns for just your products. It is completely
possible that some of the mat erial will turn into pieces that are exclusively
about the work the organization does. One needs to remind themselves
that unless there is an incentive that comes out of that piece of
communication or engagement for the audience - it could be the journalist
you are pitching it to or the public who will be reading it, it won’t be as
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131 Another simple PR risk that doesn’t get spoken about enough is choosing
the wrong target audience. While it may be simple enough, it’s possible
that the organization h as wrongly formulated the target audience. It’s also
possible that the audience was defined at an exceedingly early point in the
organization’s set up and now the dynamics have changed drastically. An
excellent example would be makeup and skincare. There w as a time when
the communication of these brands was exclusively only targeted to
women and only women of certain age groups. Today, makeup is enjoyed
by people of all genders and ages. The target market and audience have
shifted tremendously. Relooking at your target audience occasionally is
key. It may change every few years.
Another big PR mistake could be choosing the wrong narrative. This
might not be a conscious choice. You might have chosen an extremely
popular format of messaging for your brand tha t you have seen
competitors use, however, there’s a risk in running any narrative since
there’s no guarantee that this will be a success. If you have the wrong
target group, that will naturally land you in the wrong narrative. But
something that would be e ven more damaging would be sending out a
narrative that doesn’t reflect the brand values. If the narrative isn’t
inclusive, that could trigger a backlash. If you have chosen stereotypes or
tokenism, it could do the brand more harm than good.
Another strai ghtforward task in PR, if done well can be effective, or if not
done well can be really damaging for the brand, is choosing the right
spokesperson for your brand. You can’t overstate the importance of
choosing the right spokesperson for your brand. Your sp okesperson
simply represents your brand and its values to the public. For example,
Elon Musk, the Founder and CEO of Tesla is their spokesperson as well.
He represents everything the brand stands for. He expresses himself as
somebody who is innovative, inn ovative, quirky, future -oriented and
someone who is self -made. If you observe closely that’s also who Tesla
wants to sell their products to. They want customers who are self -made
upper -middle -class, People who believe in alternative energy sources and
electric cars, people who don’t look at cars as just a mode of transport but
those who want innovation and creativity from their products. It’s also
interesting to note that these are all values Tesla proposes internally and
externally. He’s done an excellent job advocating for Tesla and its
potential target groups. Based on this example, when you pick the
spokesperson for your brand you need to keep in mind a couple of things.
They need to be a key stakeholder of the organization who has decision -
making as wel l as influential capacity. It wouldn’t be wise to put
somebody from middle -level management to be your spokesperson
because simply if they are thrown into a situation where they are asked
about something and decided within the organization, it might throw them
off. Your spokesperson also needs to be somebody who is articulate and
confident in communication. While it may seem biased, for four public
relations purposes, you cannot have a spokesperson who just has clever
ideas. You need somebody who can also a rticulate these clever ideas.
Since it’s completely possible to misquote somebody out of context, you
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132 need someone who is relatable and has a story. This simply means that,
when this leade r is put in the limelight, the story should be catchy enough
for it to evoke some emotions within the audience. A solid human -interest
story can do magic for your brand reputation.
10.2.1 PR risks and crises and the factors contributing to it:
Miscommunica tion:
One of the many PR risks that exist in today's world is miscommunication.
There might be a couple of reasons how this can happen -it could be that
somebody misquoted or pulled something out of context from a piece of
communication that you generated, it could be because an individual who
is associated with your organization has gone out and said something in
his own personal capacity which is against the brand's personal
philosophy, it could also be because somebody missed spoke or used
words that actu ally don’t reflect the brand‘s voice. As much as you
prepare, some of these are human errors and you can’t control them. Once
one of them arises, you can however address it. It has happened several
times in the last couple of years that a participant has s aid something in the
context of a particular question and the media or other people have picked
it up completely out of context and used that as the hook for the story.
Now since the internet is so quick to judge, it’s possible that if you are
misquoted, b efore you can acknowledge the fact that this was a
miscommunication, you would have lost some of your brand reputation.
News around things spread like wildfire. Especially if it involves a leading
figure, you can see real damage to the brand image.
Inaccur acy:
While miscommunication might be a mishap, inaccuracy in
communication collaterals is less forgiving. Especially if you are an
organization or brand that builds your communication base or your proof
points or impact stories, and if they are based on qu antitative numbers and
inaccuracy could cost you a lot. It could make your organization look like
you are manipulating numbers to create a different narrative which might
not be the reality. Attention to detail can go a long way on this. However,
complete transparency is a crucial part of excellent communication
strategies. So if inaccuracy has occurred, it is a communication
professional's duty to acknowledge it and clear it. Most organizations
publish annual reports and audit reports so that their financi als and other
activities are completely transparent. It’s an industry best practice to not
only keep these records transparent and accessible for all but also to
inform people that we are a transparent organization.
Personal conflicts:
In today's age and t ime, there is nobody who is free of a digital footprint.
While it may seem harmless on the surface when one needs to know there
are ways to connect you with your hometown, your workplace, your
educational institutions and more on the internet. For instance , if an
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133 insensitive thing, which is very much within their personal capacity
outside of work, there is an opportunity for outsiders to simply research
the said person‘s name and find o ut what they work or what they do. This
can blow into a big PR risk in no time. While depending on your
organization's philosophy, the said person could have consequences,
however, this could instantly or even in midterm damage your company‘s
reputation. A n excellent example would be the happenings around the
‘Black Lives Matters’ movement in America. There were several instances
where the two sides clashed and cost each other’s careers. One particularly
noteworthy one was a couple who stood outside their h ouse with arms in
their hands while a peaceful protest went around. The image went viral,
they were identified in no time. People tracked their workplaces down and
flagged it with them.
Controversies:
Another risk that deserves mention is risks related t o controversies within
your organization. There is a possibility that a team and individual or even
campaign that you did is the center of a controversy. It’s also important to
note that a major risk in PR is simply coming across as braggy or
completely se lf-centered. Unless you are incentivizing your audience to
engage with you there is a fair chance that your strategy won’t be effective
at all.
Check your Progress.
1) What are some risks PR professionals should prepare for?
2) What are potential thre ats to good PR?
10.3 HOW TO EFFECTIVELY ADDRESS A PR CRISIS. Now that we have understood some ways PR risks can emerge, let’s talk
about how one should acknowledge and address them.
The first step in managing a PR crisis is to orient yourself and your team
towards the purpose of why you are doing what you are doing. It’s
important that you take a step back, observe the situation intently, and
produce your observations before you start acting.
It’s also crucial that you document the process of said crisis because of
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134 understand the process that needs to be followed and this can become a
part of a checklist as you build your communication future strategies.
Once you have your observations, it’s time to involve all the key
stakeholders. You can choose which stakeholders you want to involve
based on the magnitude of the risk. If it is minor and doesn’t affect the
brand holistica lly, you can keep the communication Limited within the
communications team. But if it’s going to have longer repercussions, it’s
important that you involve everyone it affects.
It’s important that you communicate the incident to the relevant
stakeholders. This may vary from vertical heads to CEO Or even board
members depending on the magnitude of the issue.
The third step is to produce a crisis management strategy. Depending on
the issue, it could be different. You may want to issue a statement that
talks about your organization's stance on the said crisis. Your strategy
could also be that you do a media briefing with key personnel who can
answer any questions the media have about the crisis. You may also need
to prepare a press release which addresses the issue. But to do all of this, it
is important for you and your organization to align on what the narrative
would be. There needs to be 100% synchronization between every piece of
communication collateral that goes out.
The next step would be identifying y our key target media/platforms.
Depending on the nature of the issue, you may want to selectively
publicize and disseminate the information. It might be more effective to do
it in a selective manner than simply sending it out to the vast breadth of
your ne twork. This collateral needs to address the issue, make the
organization's stance on it clear, and explain how and what actions will be
taken on this front.
Depending on the nature of the issue, you may also be expected to
communicate internally within the organization about the issue. This
might also be helpful to ensure all stakeholders are aligned on what we are
communicating. It’s also important for one to send out a follow up on this
ending so that the organization is aware that you are monitoring and
tracking the issue. There might be some curiosity amongst immediate
stakeholders, so holding spaces and avenues for them to come forth and
ask any questions and seek clarification is especially important. This is an
important part of creating a healthy wor k culture as well - giving your
direct stakeholders a space to ask questions and seek explanations. This
will avoid any ambiguity and unclear chats.
In a nutshell, whoever is responsible for risk management is meant to
answer three questions:
1. What can g o wrong? Or what has gone wrong?
2. What is the likelihood and impact of something going wrong?
Depending on what stage of the crisis you are in, you can answer
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135 3. What can we do about it? What’s the right way to go about it?
To simplify the pro cess, each PR risk can be addressed with the
following steps:
1. Establish the context.
2. Identify the risks.
3. Analyze the risks.
4. Evaluate the risks.
5. Establish a risk register.
6. Treat the risks.
7. Monitor and review.
8. Communicate and consult .
How Does PR Help in Crisis Management?
While it may seem simple enough on the surface that a PR crisis has
emerged and it is being addressed at a slow pace, it’s important to note
that a PR crisis has an impact on the business side of things beyond
commu nication. The main responsibility of public relations is to ensure
there is trust and positive brand perception, a PR crisis not only negatively
affects it, but it may also make it harder for our future campaigns to be
effective.
Addressing a PR crisis, be yond mitigating the issue at hand, also
represents the brand and the organization in a positive light. Especially if
the issue touches upon any aspects of discrimination or insensitivity,
taking ownership and providing consequences make the brand appear as a
responsible one. In today’s agile world, it is almost expected that the brand
will address the issues. With every organization being present on digital
media, it’s also incredibly easy for the public to demand explanations. Not
acknowledging or addressi ng the issue at hand makes the organization
look like they don’t really care about the image which may lead to
rejection from the audience.
The three Cs of credibility:
An important aspect of an effective PR crisis management strategy is an
effective spoke sperson. This individual will have to be a key influencer
within the organization beyond them being just articulate. This person, for
that noticeably brief period, becomes the brand’s face. A key
responsibility of PR professionals would be to prepare the s aid person to
engage with an audience. You can use a 3C method to ensure they are able
to do it successfully.
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136 1. Compassionate :
As you will be in the limelight, appearing compassionate and sharing only
explanations that are empathetic is crucial. You need to choose somebody
compassionate and aware of the surroundings.
2. Competent :
This person needs to have the personality of a competent employee and of
a competent citizen. Their image gets associated with the brand image. It’s
crucial that you choose someo ne with a positive history.
3. Confident :
You might be met with some challenging conversations and questions.
You need someone who won’t be phased by challenges. This individual
needs to be confident and comfortable within this space.
How to manage a PR crisis:
We briefly touched upon the steps of PR crisis management. Here, we will
discuss in detail the most efficient way to mitigate a PR crisis.
1. Appoint a team:
Select a group of people who would be equipped to take on the challeng e
of the PR crisis. There should be a mix of strategic people with a deep
understanding of the business and a few people who have the potential to
be the spokesperson. Depending on the magnitude of the issue, this team
should be capable of making decisions around narrative and messaging.
2. Design a strategy and brief your team:
Often the crisis management strategy will be determined by the senior
leadership team depending on the magnitude of the issue. It’s important
for the team to be briefed on the stra tegy and why we have chosen that
path. This helps people create narratives that are more effective and offers
them more context.
3. Craft your message:
Once you have adequate context observations and approval from the
leadership team, you can start draftin g a message in alignment with the
strategy that you have decided on. It needs to be concise, short and to the
point. It needs to answer any questions that may come. It also needs to
mention the contact details of personnel in case they need more clarity.
4. Identify and address the affected parties:
Depending on the issue, it might be an expectation that you identify and
address the affected parties. Sometimes it might be your internal
community while in some other situations it could be the external
commun ity. Either way, being empathetic towards them or addressing
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137 conversations with all immediate stakeholders to give them an opportunity
to share their concerns.
5. Monitor the situa tion:
Right after you have launched the action plan of your PR strategy, it’s also
important for you to monitor the situation. That means you observe closely
what the audience sentimentality is towards your brand and whether it is
fluctuating after the str ategy was implemented. Setting up some alerts
would be wise.
6. Review and learn from the situation:
One should also try to look at these crises as a great learning opportunity
and try to use those learnings as a prevention method for the future.
10.4 WHA T NOT TO DO DURING A PR RISK Just as we have understood what to do during a PR crisis, it’s also
important for us to understand what not to do during a PR crisis.
Being defensive:
There are several normal human reactions towards any accusation and it’s
often being defensive. That wouldn’t be an ideal case scenario during a PR
crisis - one must not be defensive or lash out.
Staying silent:
Some brands also tend to offer no comment on issues. While for some
minor cases this might be an acceptable response, i n most situations not
offering a comment or acknowledging the issue is going to make the brand
look irresponsible.
Responding way too quickly you are too slow:
This is an easy mistake to make. One should always take the time to
understand and observe all a spects of the crisis before they respond. If you
respond too quickly, there is a chance that you are missing some elements
of the crisis. It wouldn’t be fully effective if you respond to a crisis before
it is in its completion, and you can take the wrong d irection. At the same
time, if you respond too slowly, it might not be as relevant anymore.
Check your Progress.
1) How can one evaluate the PR risk and what should be the immediate
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138 2) What’s the role of a spokesperson in addressing a PR crisis and
avoiding further risks?
3) How to handle a PR Crisis?
10.5 SUMMARY There are several PR risks in the world of communication. While we can’t
fully avoid all of it, you can prepare for them. Any business risk can
translate itself into a PR risk and with an effective communication strategy
and team in place, many of these risks can be addressed.
10.6 QUESTIONS 1. What are some business risks?
2. What factors contribute to a PR risk and eventually a PR crisis?
3. How can one address a PR crisis?
4. What are some absolute not -dos amidst a PR crisis?
10.7 REFERENCES • Dodson, B. (2016, July 26). How to Recover From a PR Crisis.
Business News Daily. Retrieved from
https:// www.businessnewsdaily.com/8935 -recover -from -pr-crisis.html
• Datta, S. (n.d.). The Role of Public Relations in Crisis Management.
Durgadevi Saraf Institute of Management Studies. Retrieved from
https://www.dsc.edu.in/the -role-of-pr-in-crisis -management/
• LaMotte, A. (2011, January 20). Public Relations: Risk Management.
AllBusiness. Retrieved from https://www.allbusiness.com/public -
relations -risk-management -11717230 -1.html
• St. Amand, E. (2017, April 3). PR and Risk Management. Jaymie
Scotto & Associates. Retrieved from https://www.jsa.net/blog/pr -and-
risk-management/35611/
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139 • Seitel, F. P. (2020, October 6). 3 Big Reputational Risks Facing PR
Companies Around the World and How to Diffuse Them. Agility PR
Solutions. Retrieved from https://www.agilitypr.com /pr-news/public -
relations/3 -big-reputational -risks -facing -pr-companies -around -the-
world -and-how-to-diffuse -them/
• Miller, F. (2019, July 10). Calculated Risk: Public Relations in Crisis.
Sword and the Script. Retrieved from
https://www.swordandthescript.c om/2019/07/calculated -risk-public -
relations/
• Public Relations and the Risk of a PR Crisis. (n.d.). Aligned Insurance
Services. Retrieved from https://www.alignedinsurance.com/the -risks -
of-a-public -relations -crisis -to-your-business/

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140 11
EVALUATION TECHNIQUES
Unit Structure
11.0 Objectives
11.1 Introduction
11.2 Evaluation techniques in public relations
11.3 Let’s sum it up.
11.4 Questions
11.5 References
11.0 OBJECTIVES After reading this unit you will be able to understand:
● Meaning of evaluation techniques
● Use of evaluation techniques
● Relevance in Public Relations campaigns and activities
11.1 INTRODUCTION Public Relations Society Of America Prsa Agreed Upon A Definition
After A Few Thousand Submissions: “Public Relations Is A Strategic
communication process that builds mutually beneficial relationships
between organizations and their publics.”
Public Relations has been an evolving practice, its origin and growth has
traversed many years across the world. Sri Ramesh quotes James Grunig’s
definition of public relations that it is "the management of communication
between an organization and its publics (Sriramesh & White, 1992).
Public relations serve the functions of information, communication,
persuasion, image building, con tinuous building of trust, management of
conflicts, and the generation of consensus” (Sriramesh K. , 2003). PR is in
the business of persuasion. You are always trying to persuade somebody
or the other.
In PR it is said that there is no such thing as the pu blic - there are in fact
diverse groups of people - not just consumers, but suppliers, employees,
trustees, members, local and national trade and political bodies, residents,
among many others.
Research and analysis involve constant monitoring of the envir onment
under which an organization operates is especially important as can be
seen from the data above. Evaluation done during campaigns reveals what
more needs to be done for amicable and mutually beneficial relationships
with stakeholders. PR campaigns a re indeed useful when the image of a munotes.in

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141 company is hampered during a crisis like an accident, product failure,
pandemic, depression etc. In all these situations it becomes imperative to
organize communication activities to keep the stakeholders well apprised
of the situation and to resolve their grievances.
“Campaigns are coordinated, purposeful, extended efforts designed to
achieve a specific goal or a set of interrelated goals that will move the
organization towards a longer -range objective expressed as its mission
statement” - Doug Newsom, Judy VanSlyke, and Dean Kruckberg's “This
is PR. The realities of Public Relations.” In context of public relations, it is
strategizing and creating publicity or media coverage for a brand. Doing
activities which will ensur e the above. It is also called a public relations
plan or a PR plan. Whenever a PR plan is put into place it is always
dynamic in nature. There is constant evaluation and is updated as per the
change in environment, any stakeholder update etc.
Campaigns ar e designed keeping in mind to address an issue, to resolve a
problem at hand, or to improvise what one is already doing in an
organization. The research and monitoring always reveal the data of the
position of the company, thanks to ever -changing modern te chnology. An
organization can then use this data for e.g., “by changing a behavior; by
modifying a law or opinion; or by retaining a desirable behavior, law or
opinion that is challenged.”
Anderson (1991) explained that "we need to emulate our friends in
advertising and marketing . . . if we are to become able practitioners of
precision public relations" (p. 31). PR practitioners need to have the
knowledge of social science research techniques to maintain public
relations professionalism.
Public Relations r esearch may not always be available in the public
domain due to confidentiality issues of clients. Sometimes evaluation and
research are not considered as important as creativity at work in public
relations scenarios, this can hamper work if research is on ly looked up as
some very formal and quantitative process giving less importance to the
work that is put together by the PR practitioner. This will in turn become
an obstacle while creating campaigns and evaluating them. Even more it
becomes important that public relations practitioners be encouraged to
undertake formal research training if not already undertaken. A semblance
needs to be there for the connection to happen between industry practice
and research language as rightly put "educators may need to stress the
importance of social science research for all students" (Judd, 1990, p. 25).
11.2 EVALUATION TECHNIQUES IN PUBLIC RELATIONS Objectives are crucial to plan any PR campaign. It even becomes easier
than evaluating the process under implementation. Objectives help ensure
success in any given activities thus designed. Research of various kinds
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142 organization. Pavlik (1987) defined three major types of Public Relations
research: -
Applied Rese arch :
This kind of research examines issues at work and helps in solving
problems. It is further subdivided into Strategic research and Evaluation
research.
● Strategic Research: Broom and Dozier (1990), define strategic
research as “deciding where you want to be in the future and how to
get there”
● Evaluation Research: This is done to the effectiveness of a PR
plan/campaign/program.
 Implementation checking
 In-progress monitoring
 Outcome Evaluation
Basic Research :
This helps in knowledge production which can be useful in any kind of
Public Relations situation. It specifically investigates the processes in
place and theorizes the process itself.
Introspective R esearch :
As the name suggests it is self -analytical in nature and looks deeper into
the practice and the practitioner of Public Relations. It will be interesting
to note here that evaluation need not be restricted only to the study of the
process of campai gns.
(Cultip, Center & Broom ,1994) prescribe a four -step model of Public
Relations Research:
a) Define Public Relations Problems
b) Plan Public Relations Programs
c) Implement Public Relations programs through actions and
communications.
d) Evaluate the program.
So from the above we can see that evaluation forms an important part of
public relations activities and campaigns. Evaluation need not be at the
end; it can be part of any step wherever needed.

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143 Check your Progress.
1) What is Introspective Resea rch?
2) Write about PR and the importance of evaluating techniques in PR.
Evaluation techniques :
It all begins at the proposal stage. The objectives of a program will define
the results expected. The kind of techniques one will use will depen d on
the objectives set. So if behavior change is an objective, then the
assessment will be of that parameter.
There are three main types of measures used:
Quality measures: This consists of basic qualitative reviews of
production/projects, any scope for betterment, and the total quality of the
production. Used most often by the communication departments of
companies for their internal communication and this can also be used for
any upcoming plan etc. This could be seen in intranet, website
communications, employee communications, emails etc. There can be
communication in various languages too with companies now looking into
this issue, so the quality of the language in writing as well as verbal
communication needs to be carefully addressed in terms of qual ity.
Output measures: This measure quantifies the communication activities in
terms of distribution, press coverage or publicity (circulation or number of
exposures), impressions (the actual number of people who read/saw the
message). Output measures are obtained from audience data which is part
of public media and research agencies (media monitoring agency, rating
entity etc.). So, a company can observe the kind of press releases/articles
written, the media used for distribution, in current times use of d igital
communication can add on the way one reaches to the audiences.
Engaging with the audience further changes the way evaluation can be
done. As one PR practitioner had once observed that PR is a 24/7 365 -day
job, as with the Internet, feedback from the audience and grievances
resolution is always what keeps the PR practitioner on his/her toes.
Impact measures: This kind of evaluation uses surveys as a method to
observe changes in awareness levels (knowledge), attitudes (opinion),
action of the responden t (behavior). One can also measure for e.g., buying,
investing, voting behavior of the audience at large. One can relate this to munotes.in

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144 the campaign plan to know how effective the plan was. PR efforts always
take a while before the results start showing. Health c ampaigns are perfect
examples. In the case of the pandemic, it really took a while for the
government to convince their public to engage in health safety measures
such as wearing masks, sanitization and of course taking the vaccine dose.
It is still an ong oing process with the pandemic virus changing after every
few months. The other places where impacts can be measured are image
building and selling a product. Public Relations campaigns are used a lot
for both these functions. Like earlier said, the image of an organization
always takes a while before it can take shape in the minds of the people
and that is why companies must carefully choose what to say and do in the
eyes of the public. Selling is yet another function which public relations
does by educati ng their publics to buy or adapt to a new scenario.
Continuous writing, implementation, testimonials from current users can
be especially useful in selling a product.
Some other forms of techniques for monitoring a PR campaign are as
follows: Gatekeeping research and Output analysis.
Under gatekeeping research, characteristics of press releases and video
releases are analyzed that let them “pass through the gate” to get published
in various media. The content and style are examined in these types of
vehicl es.
Under output analysis, Lindemann (1997) defines “outputs as the short -
term or immediate results of a particular public relations program or
activity”. It measures how effectively an organization portrays itself to the
public, it also observes the amou nt of exposure or attention an
organization gets.
There can be some typical points to be kept in mind that should be handy
while planning a campaign which can help in designing a campaign,
which can help in evaluation.
1. The source of information for the audience.
2. Media are chosen by the audience to make decisions about important
things and the behavior of the audience.
3. The channels that allow for two -way communication that gives
feedback to the organization.
4. The most effective media for communic ation.
5. The media is most suited to put across communication in all respects,
especially the story telling perspective.
6. Most cost -effective media.
In his article on “Communicating Public Relations Research”, Gael F.
Walker, University of Technology, Sydney makes the following
observation as some of the limitations in public relations evaluation of
campaigns and works that can hinder the overall working of the practice: - munotes.in

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145 There can be limitations to doing evaluations. In different areas of public
relati ons, this limitation can be observed. As rightly explained by this
statement "measure of the number of media placements indicates program
impact on the public" (Broom & Dozier, 1983 , p. 6). If one has not related
this to actual benefit to the client, then merely studying media coverage
numerically will not really give any clear result. The good news is that PR
practitioners are becoming aware of this limitation. Though one says that
media coverage is one tangible way to show the client the work done. So
for PR effects to take place it takes a while and is a long -drawn process.
Till then the PR practitioner will produce this as deliverables.
Again not all the time publicity using the media is used, there can be other
ways to generate visibility and the clien t may not be aware of the efforts
made to put out the press release to the media and the actual publishing of
the same. Clients simply look at the monetary equivalent of the activity,
again a limitation but again the column inch of press clippings is used as
critiqued by Heath (1991).
Another major limitation to evaluation being given preference is the
budget allocated to the same as explained by PR practitioners "because
few clients have the budget for formal market research or recognize its
importance . . . [we] have to gather information from a variety of sources"
and "they think formal market research is expensive and don't want to pay
for it but they think informal research is OK and feel better if you tell
them you are doing something to clarify your u nderstanding of their
position.". Some more responses indicate the challenges: "I'd like my
clients to be more willing to participate in research," and it was suggested
that "clients generally don't know anything about research. They are not
aware or else are only dimly aware that it exists and, therefore, they do not
request that it be conducted." Clients many a time are unable to provide
previous data for the current project/campaign for a better planning for the
PR plan. This results in the campaigns bei ng more general in nature so this
leads to not really reaching out the actual audiences completely, or the
messaging not being really a winner, sometimes the product usefulness
limitation can also not let the future be more effective for current products
as no real past data was provided. PR activities evaluation can also be
challenging when the client takes it for granted that the press already
knows about the client organization in the industry. This may not always
be the case and proper information from the client is necessary for the PR
agency to write better press releases, or design better campaigns.
Sometimes PR is just considered a part of the marketing mix and so
doesn’t get its deserved value, "clients do not think PR is important and it
is often o nly tacked onto the portfolio of usual activities." Comments
made included "marketing managers and advertising agencies think PR is
only peripheral" and "these people don't think PR is serious." To continue
the limitation, the practitioner says that they " have to fight for their client's
attention amongst the marketing advisers and ad agency representatives
who quite often misunderstand or denigrate PR's contribution to the
achievement of the client's communication objectives." munotes.in

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146 It is observed that the envir onment under which an organization operates
are factors affected by political -legal, economic, and socio -cultural
parameters. The stakeholders have a direct impact on the image and
reputation of the organization. The organization may create various
campaig ns to either create a specific image of themselves with their
stakeholders or sell their products or services to their target audiences. In
any scenario a thorough evaluation is needed at each step of the campaign
planning to know the current position of t he organization.
Check your progress
1. What is your understanding of public relations evaluation?
2. What are the various forms of evaluation techniques?
3. What are the limitations of doing evaluation in public relations?
4. What are points to be kept in mind while creating a PR campaign?
11.3 LET’S SUM IT UP Public Relations Society of America PRSA agreed upon a definition after
a few thousand submissions: “Public relations is a strategic
communication process that builds mut ually beneficial relationships
between organizations and their publics.”
In PR it is said that there is no such thing as the public - there are in fact
diverse groups of people - not just consumers, but suppliers, employees,
trustees, members, local and na tional trade and political bodies, residents,
among many others. munotes.in

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Evaluation Techniques
147 Research and analysis involve constant monitoring of the environment
under which an organization operates and is especially important as can be
seen from the data above. Evaluation done durin g campaigns reveal what
more needs to be done for amicable and mutually beneficial relationships
with stakeholders. PR campaigns are indeed useful when the image of a
company is hampered during a crisis like an accident, product failure,
pandemic, depressi on etc.
“Campaigns are coordinated, purposeful, extended efforts designed to
achieve a specific goal or a set of interrelated goals that will move the
organization towards a longer -range objective expressed as its mission
statement” - Doug Newsom, Judy VanS lyke, and Dean Kruckberg's “This
is PR. The realities of Public Relations.”
Objectives are crucial to plan any PR campaign. It even becomes easier
than to evaluate the process under implementation. Objectives help ensure
success to any given activities thu s designed. Research of various kinds
are useful to study any campaign or previous works done by an
organization.
Pavlik (1987) defined three major types of Public Relations research:
Applied research, basic research, and introspective research. (Cultip,
Center & Broom ,1994) prescribe a four -step model of Public Relations
Research:
a) Define Public Relations Problems:
b) Plan Public Relations Programs
c) Implement Public Relations programs through actions and
communications.
d) Evaluate the program.
Evalua tion techniques choices can begin at the proposal stage. The
objectives of a program will define the results expected. The kind of
techniques one will use will depend on the objectives set. So if behavior
change is an objective, then the assessment will be of that parameter.
There are three broadly classified ways: Quality, Output, and Impact
measures.
There can be limitations to doing evaluations. In different areas of public
relations, this limitation can be observed as explained above. It is observed
that the environment under which an organization operates are factors
affected by political -legal, economic, and socio -cultural parameters. The
organization may create various campaigns to either create a specific
image of themselves with their stakeholders o r sell their products or
services to their target audiences. In any scenario a thorough evaluation is
needed at each step of the campaign planning to know the current position
of the organization.
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148 11.4 QUESTIONS 1. What is the importance of evaluation in public relations campaigns?
2. What are the diverse types of evaluation techniques used in public
relations?
3. Define Impact measures.
4. How can benchmarking be used in PR evaluation?
5. What is media analysis, and why is it important in PR evaluation?
6. Write a note on Quality measures and Output measures.
11.5 REFERENCES AND FURTHER READING: -  Anderson, J. W. ( 1991 ). Public relations in the United States: State
of the art and trends. International Public Relations Review, 14(4),
27-36.
 Brody, E., & S tone, G. ( 1989 ). Public relations research. New York:
Praeger.
 Broom, G., & Dozier, D. ( 1983 ). An overview: Evaluation research
in public relations. Public Relations Quarterly, 28(3), 5 -8.
 Broom, G., & Dozier, D. ( 1990 ). Using research in public re lations.
Englewood Cliffs, NJ: Prentice -Hall.
 Book by James E. Grunig, David M. Dozier, William P. Ehling,
Larissa A. Grunig, Fred C. Repper, Jon White; Lawrence Erlbaum
Associates, 1992. 666 pgs.
 Cutlip, S., Center, A., & Broom, G. ( 1985 ). Effective p ublic
relations (6th ed.). Englewood Cliffs, NJ: Prentice -Hall.
 Communicating Public Relations Research by Gael F. Walker
University of Technology, Sydney
 David M. Dozier San Diego State University
 Evaluation of Public Relations Programs: What the Liter ature Tells
Us About Their Effects
 William P. Ehling Syracuse University in Excellence in Public
Relations and Communication Management
 Evaluation Techniques Used in PR. (n.d.). Retrieved from
 https://yourbusiness.azcentral.com/evaluation -techniques -used-pr-
21450.html munotes.in

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149  Verčič, A. T., & Verčič, D. (2013). PR evaluation: A suggested
model. Management: Journal of Contemporary Management Issues,
18(1), 59 -78. https://doi.org/10.30924/mjcmi/2013.18.1.59
 Sriramesh, K. (2012). Measuring and evaluating PR effectiveness.
Retrieve d from
http://prpundit.com/pdf/prTools/MeasuringandEvaluatingPREffective
ness.pdf
 Verčič, A. T., & Zerfass, A. (2015). New models for evaluating public
relations practice: The planning context for evaluation. Retrieved
from
https://www.researchgate.net/publ ication/274635290_NEW_MODEL
S_FOR_EVALUATING_PUBLIC_RELATIONS_PRACTICE_The_
planning_context_for_evaluation
 Stack, M., & Goodman, M. (n.d.). Public Relations Research: The
Planning Stage. Retrieved from
https://saylordotorg.github.io/text_mastering -public -relations/s09 -
public -relations -research -the-.html

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