Effective: Study Guide

12/2/2022
Cutlip & Center's

Effective
PUBLIC RELATIONS
Tenth Edition
PART III
Management Process
Chapter 12
Step Two:
Planning and Programming
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Cutlip & Center's Effective Public Relations, Tenth Edition Upper Saddle River, New Jersey 07458
Glen Broom All rights reserved.
Study Guide
After studying Chapter 12, you should be able to:
1. Define strategic thinking and strategy and
explain how they relate to strategic planning in
public relations management.
2. Describe the application of management by
objectives (MBO) to public relations planning
and management.
3. Outline the major steps in the planning and
programming process.
12-1
Study Guide
After studying Chapter 12, you should be able to:

4. List and describe the major approaches to
defining publics.
5. Discuss the characteristics of useful program
objectives and write examples.
6. Describe and give examples of the three major
categories of disasters or crises that
practitioners must anticipate and plan for.
12-2
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Public Relations
Strategic Planning Process
Four-Step Strategic Planning Steps and
Process Program Outline
STEP TWO: 3. Program Goal

“What is the desired situation?”
Planning “By when?”
and
Programming
(Chapter 12)
12-3
Problem Statement
Blood supplies run short by an average

of 100 units each month during June,
July, August and December, resulting in
emergency room delays, postponed
elective surgeries and expensive blood
transfers.
12-4
Program Goal
To increase the units of blood

donated by an average of 100
units each month during June,
July, August and December.
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Public Relations
12-6
Public Relations

Planning “By when?”
4. Strategy
and
“What is the overall action and
Programming communication plan for achieving
the program goal?”
(Chapter 12)
12-7
Your Working Theory

Determines Program Content
12-8
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Your Working Theory

Takes the Form of Strategy and Tactics
12-9
Public Relations

“By when?”
Planning 4. Strategy
“What is the overall action and
and communication plan for achieving the
program goal?”
“What is the budget available to implement
Programming the program?”
5. Target Publics and Objectives
(Chapter 12) “Who—internal and external—must the
program respond to, reach, and affect?”
12-10
Defining Stakeholders/Publics
1. Geographics—natural and political
boundaries
2. Demographics—gender, age, income, marital
status, etc.
3. Psychographics—lifestyle and psychological
characteristics
4. Covert power—behind-the-scenes political
and economic power
12-11
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Defining Stakeholders/Publics
4. Position—positions held by individuals, not
attributes of the incumbents
5. Reputation—“knowledgeables” or “influentials”
identified by others
6. Membership—rosters, lists, and affiliations
7. Role in decision process—actively participate
in making decisions in particular situations
8. Communication behavior—sources of
information, media habits, and personal contacts
12-12
Public Relations
3. Program Goal
STEP TWO: “What is the desired situation?”
“By when?”
Planning 4. Strategy
“What is the overall action and communication
plan for achieving the program goal?”
and “What is the budget available to implement the
program?”
5. Target Publics and Objectives
Programming “Who—internal and external—must the
program respond to, reach, and affect?”
(Chapter 12) “What must be achieved with each public to
accomplish the program goal?”
12-13
Useful Program Objectives

 Start with the word “to,” followed by an
accomplishment verb.
 Specify a single key outcome to be achieved.
 State the outcome in quantitative terms that can
be measured and verified.
 Set a target date for achieving the outcome.
 Put in writing and referred to often.
12-14
5
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Anatomy of an Objective
Nature of intended change Target
Target public
Date By July 1, to increase
percentage of home owners
from three to 25 percent who
know that wildfires destroyed
Amount more than 2,500 homes during
desired
change the past three years. Knowledge
outcome to
be achieved
12-15
Your Working Theory

Takes the Form of Strategy and Tactics
Know Feel Do
That is a working theory.
12-16
Types of Crises
1. Immediate crises happen so suddenly and
unexpectedly that there is little or not time for
research and planning.
Examples include product tampering, death of

a key officer, fire, earthquake, workplace
shooting, and accident.
12-17
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Types of Crises
2. Emerging crises allow more time for research
and planning, but may erupt suddenly after
simmering for long periods.
Examples include employee low morale, sexual

harassment, substance abuse, and over billing
on government contracts.
12-18
Types of Crises
3. Sustained crises persist for months or years
despite all efforts to resolve the problem.
Examples include rumors reported in the media

or on the Internet, or widely accepted as true
by a significant number of people. No amount
of denial seems to stop the rumor or purge it
from the news.
12-19
Assignment:
1. Draft the program goal statement in 25

words or less.
2. Select target publics
(Identify which approaches you used to
define target publics)
3. Write objectives for each of the target
publics.
(Use “Know Feel
12-20
Do” Model)
7
12/2/2022
12-21

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12/2/2022

Cutlip & Center's

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

After studying Chapter 12, you should be able to:

STEP TWO: 3. Program Goal

Blood supplies run short by an average

To increase the units of blood

STEP TWO: 3. Program Goal

Your Working Theory

Your Working Theory

STEP TWO: 3. Program Goal

Useful Program Objectives

Your Working Theory

That is a working theory.

Examples include product tampering, death of

Examples include employee low morale, sexual

Examples include rumors reported in the media

1. Draft the program goal statement in 25

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