BPR 326

PUBLIC RELATIONS CONSULTANCY

AND MEDIA MONITORING
Reading material
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WEEK ONE: PUBLIC RELATION

• What is Public Relations?

• Is the professional maintenance of a favorable public image by a
company or other organization or a famous person.
• Is the practice of managing the spread of information between an
individual or an organization (such as a business, government agency,
or a nonprofit organization) and the public.
Who is a Public Relations Officer
• Is a creative communicator who thrives on the demands of client
reputation.
• Is the communication that protects, enhances or builds reputations
through the media, social media, or self-produced communications.
Responsibilities of a Public Relations Officer

• Planning, developing and implementing PR strategies

• Liaising with, and answering enquiries from media, individuals and
other organisations, often via telephone and email
• Researching, writing and distributing press releases to targeted media
• Collating and analysing media coverage
• Organising events including press conferences, exhibitions, open days
and press tours
.
Responsibilities of a Public Relations Officer
• Maintaining and updating information on the organisation's website
• Managing and updating information and engaging with users on social
media sites such as Twitter and Face book
• Sourcing and managing speaking and sponsorship opportunities
• Fostering community relations through events such as open days and
through involvement in community initiatives
Essential Elements of Public Relations
• A PR campaign must have the following elements in order to be successful.
• Define the Situation
• Define your Objectives
• Define your Audience (Publics)
• Define the Strategy of your Plan
• Define the Tactics of your Plan
• Define the Calendar Timeline
• Define the Budget
• Define Evaluation of the Program
Define the Situation:

• Understanding where the business is placed financially, in the market

and where they want to go is paramount. Without this, the campaign
will have no direction and struggle to have any impact as well as
becoming a complete waste of time. Knowing what they have tried
before can also tell you what not to do, as well as impact your
strategy. It is also vital to understand what competitors are doing,
what they are missing and how the client could fit into the market.
Define your Objectives:

• This is not what you put into the campaign, but what you hope to get
out of it. Not the means, but the end. It is evaluated by asking if it
addresses the situation, is it measurable? Can it be achieved? Is it
realistic?
Define your Audience (Publics):

• You must be able to know who you are trying to reach; target publics
and intercessory publics. Find out who they are and sell your message
to them. Work out what makes them different? Define them by type
and the characteristics that make them different. If a target public can
be recognized, then you can understand how to make the product
and/or services attractive to them as well as know how they can be
reached. E.g If the target public is wheat farmers, than you won’t be
advertising in The Australian Women’s Weekly. Common sense
prevails.
Define the Strategy of your Plan:

• This is a somewhat broad statement – describing how an objective

will be achieved. This provides a guideline and key messages and
themes for the overall program as well as offering a rationale for the
action and program components that are planned.
Define the Tactics of your Plan:

• This describes the specific activities that put each strategy into
operation and helps to achieve the stated objective. This is the most
visible part of the PR campaign and can be the make or break point.
All elements of the plan must be considered at this point and must be
re-evaluated regularly throughout the campaign.
Define the Calendar Timeline:

• Determine a timetable for the campaign program focusing on pivotal

points including the obvious, start and finish times. The timing of each
aspect must be intended with the audience. It is also important to
most of the effort in the early stages of the campaign. Launch the
rocket. Also make the calendar so you know how long you have left in
for time consuming jobs (for example – pitching to journalists).
Define the Budget:

• Knowing how much can be spent is integral for any plan. How much
you can spend? How much you should spend? This also allows for
consideration for more or less money to be used at any stage of the
campaign. PR budgets can be broken into 2 aspects; staff time and out
of pocket.
Define Evaluation of the Program:

• By being able to measure the objectives to show clients and

employers accomplishments and purpose, this can determine the
success of the campaign. Criteria should be realistic credible and
specific. It should also restate the objectives and then name the
evaluation methods to be used. Keep it simple. The client will be
focusing on the return on their investment in your Public relations.
Making them feel it has been worth their while is indispensable.
WEEK TWO: HISTORY OF PUBLIC RELATIONS

Theodore Roosevelt (1858-1919)

Roosevelt transformed relations among government, big business,
and voters.
He used the White House as a “Bully Pulpit.”
He was the father of the presidential news conference.
Theodore Roosevelt (1858-1919)

• In 1903, Roosevelt was vice president of the United States. He

assumed the presidency on September 14, when President McKinley
died from gunshot wounds.
• Roosevelt understood that he would need the support of Republicans
in Congress in order to win the 1904 election, despite not always
agreeing with their conservative stances. He made an agreement with
legislators in which he would be given more power over foreign affairs
if he held back on several of his more progressive ideas. Widely
popular, Roosevelt entered his second term on an extremely positive
note.
Theodore Roosevelt (1858-1919)

• In foreign policy, Roosevelt famously advised, “Speak softly and carry

a big stick.”
• He mediated a peace treaty to end the Russo-Japanese war in which
Russia acknowledged Japan’s ascendancy in Korea and southern
Manchuria. For his efforts, Roosevelt received the Nobel Peace Prize
in 1905.
• Nevertheless, Roosevelt was wary of overextending American power
in the international realm, giving priority to American interests within
our own boundaries.
Edward L. Bernays (1891-1995)
 A nephew of Sigmund Freud.
 A veteran of the Creel Committee.
 Coined the phrase “Public Relations Counsel.”
 Self-proclaimed “Father of Public Relations.”
 He and his wife Doris Fleischman were PR’s first “Power Couple.”
Edward L. Bernays (1891-1995)
• Bernays was one of the first people to expand what had been a
narrow concept of press a gentry, or working to influence government
policy, into a far more ambitious -- and controversial -- realm of
seeking to influence and change public opinion and behavior.
Edward L. Bernays (1891-1995)
How he defined PR
• One of the earliest definitions of PR was coined by Edward Bernays.
According to him, "Public Relations is a management function which
tabulates public attitudes, defines the policies, procedures and
interest of an organization followed by executing a program of action
to earn public understanding and acceptance. "
What were Bernays 4 tactics?

• 4 PR campaigns that made modern marketing

• The standardized marketing approach in the modern age is to appeal
to the target markets' deepest desires, and make them feel like they
want, or even need the service or product on offer. ...
• Torches of freedom : was a phrase used to encourage women's
smoking by exploiting women's aspirations for a better life during the
early twentieth century first-wave feminism in the United States.
Cigarettes were described as symbols of emancipation and equality
with men.
The guilt barrier
• Bernays applied more psychoanalytical (Psychoanalysis is a set of
theories and therapeutic techniques that deal in part with the
unconscious mind, and which together form a method of treatment
for mental disorders )methodology to improving the sales of Betty
Crocker instant cake mix.
• After a focus group conducted on the target market – American
housewives – he concluded that they felt an unconscious guilt for
using a product that required so little effort to make
Hearty breakfast. ...

• If you think of bacon and eggs as a great breakfast, cigarettes as an equal

opportunity vice, and beer as a beverage for the moderate drinker, you have
Edward L. Bernays to thank.
• Before the 1920s, the typical American breakfast was pretty bare-bones:
some orange juice, maybe a roll, and a cup of coffee. Edward L. Bernays
(known as the "Father of Public Relations") explains how he coordinated a
massive change in American public opinion to make bacon and eggs the All-
American Breakfast. He based this approach on the actual opinion of some
physicians, but, of course, he was also working for Beech-Nut, a company
whose main product at the time was bacon. Another fun fact: Bernays was
Sigmund Freud's nephew, so that should give you some idea of how he got
so good at manipulating minds on a mass scale.
Cleaning up the act

• In the Bernays line of thinking, he aimed to broaden the market by

tackling children's' innate distaste for soap and bathing, while
distinguishing the brand from competitors

• In his 1928 book, "Propaganda," Bernays hypothesized that by

understanding the group mind, it would be possible to manipulate
people's behavior without their even realizing it.
• To test this hypothesis, Bernays launched one of his most famous
public relations campaigns: convincing women to smoke.
Failure of early agencies
 Public relations campaigns often fail because the brand doesn't know
and understand its target audience. They fail to test market their plan
with a focus group or among others whose judgment they value
 They lacked credibility.
 They faced stiff resistance from newspaper publishers.
 They were doing something new.
Trends leading to Modern Public Relations
 Growth of institutions
 The expansion of democracy
 Technological improvements in communication
 The growth of advocacy
 The search for consensus
 The Future of Public Relations
• An increasingly interdependent world.
• Democracy takes root.
• More ways to communicate—and more clutter.
• Public relations will continue to be linked to great social changes.
WEEK THREE :PUBLIC RELATIONS
CONSULTANCY
Who is a Public Relations Consultant
• Is a communication specialist who works as an intermediary between
the public and an organization or business.
• The organization is dependent on the public relations consultant to
effectively disseminate and communicate its mission, policies and
goals to the public.
Introduction to Public Relations Consultancy
These have wider knowledge about the market conditions in any field
and for any company they work with.
They have networking done in the field of media relations,
government based departments, social welfare and health care, and
financial sectors among others.
They have the expertise to develop deep-rooted relations with the
people they get in touch.
What is the work of public relations
agencies?

• Firms and individuals hire a public relations agency when they want to;
• Protect Enhance or build their reputations through the media.
• A good agency or PR practitioner can analyze the organization, find the
positive messages and translate those messages into positive media
stories.
• When the news is bad, an agency can formulate the best response and
mitigate the damage.
•
Work of PR Agencies…..

• A good agency is a strategic partner who helps clients successfully talk

to and with their audiences.
• An agency is a good listener to the marketplace and knows what
conversation starters will work, but also what just might catch fire.
How well can your agency push back on ideas without offending? And
are they an innovative partner, or a bunch of “yes men and women?”
• Advises clients to look for the best cultural fit. “Can your agency find
and “ get” your voice? And do they lead the conversation, like a good
dinner partner or are they too busy gathering clips?”
Work of Public Relations Agencies…….
• "Anticipating, analyzing and interpreting public opinion, attitudes and
issues that might impact, for good or ill, the operations and plans of
the organization.

• Counseling management at all levels in the organization with regard

to policy decisions, courses of action and communication, taking into
account their public ramifications and the organization’s social or
citizenship responsibilities.
WEEK FOUR : PUBLIC RELATIONS IN
CORPORATE ORGANIZATIONS
• PR for corporations, notably publicly traded companies, focuses on
maintaining a positive corporate image while handling media requests
and shareholder.
• The aim of public relations is to inform the public, prospective
customers, investors, partners, employees, and other stakeholders,
and ultimately persuade them to maintain a positive or favorable view
about the organization, its leadership, products, or political decisions
Why is PR in Corporate Organizations
important
• Public relations boosts an organization's credibility, because it'll
operate through numerous trusted intermediaries.
• Plus, these intermediaries communicate to a certain audience which
looks to them to filter out all nonsense
• Organizations usually have several management functions to help
them operate at their maximum capacity: research and development,
finance, legal, human resources, marketing, and operations.
• Each of these functions is focused on its own contribution to the
success of the organization.
• Public relations’ unique function is to help the organization develop
and maintain relationships with all of its key publics and stakeholders
by effectively communicating with these groups.
• Communication is key in maintaining a satisfactory, long-term,
trusting relationships with publics and stakeholders.
• Public relations provides the greatest value to an organization when it is used
strategically.
• But what does this really mean? Think of it this way: In an effective
organization, all the major functions are linked together by a common set of
strategies that tie in to an overall vision of the future and an underlying set of
values.
• Perhaps a computer company has as its vision, “To become the low cost
provider of computing power to the developing world.” From this vision,
senior management develops a set of strategies that address areas like
sourcing, the manufacturing footprint, marketing, design, human resource
development, and product distribution. When all the elements are in sync,
the company grows in a steady, profitable manner.
• An important component of this set of strategies is a communication
strategy. For example, it will be critical that all employees in the organization
understand that strategy and their role in executing it. Many business
failures are ultimately attributable to the confusion caused by poor
communication.
• How many times have you received poor customer service from an employee
in a restaurant or retail outlet? In all likelihood, the organization that
employed this worker intended for him or her to deliver good service to you.
• But somewhere along the line the communication flow broke down. Perhaps
the employee’s direct supervisor or the store manager was not an effective
communicator. Whatever the cause, the end result is a dissatisfied customer
and diminished loyalty to the relationship.
• In addition to reaching employees, a successful organization must also
communicate effectively with its customers, its suppliers, and if it is a public
company, its shareholders.
• For each key public, a set of messages must be developed as well as a plan to
reach the public in the most efficient way. If the company is targeting young
people with its message, a high-impact article in the Wall Street Journal is
going to completely miss the mark for this strategic public. If instead the
public is high net-worth investors, a clever YouTube video may also not be the
right answer.
• Although public relations has a unique and important function within
organizations, it is often practiced differently depending on the role the top
communicator plays within the organization
• The Public Relations industry has gradually evolved into corporate
communication. There are two major reasons for the transformation:
• (1) The abrupt change of external environment ,
• (2) The negative image of the PR industry.
• PR agencies, as opposed to advertising agencies, promote companies
or individuals via editorial coverage.
• This is known as "earned" or "free" media -- stories appearing on
websites, newspapers, magazines and TV programs -- as compared to
"paid media" or advertisements.
Public relations in Corporate Organizations

• PR agencies and advertising agencies share the same goals:

• Promoting clients and making them seem as successful,
• Honest, Important,
• Exciting or relevant as possible.
• But the paths to creating awareness are vastly different.
• Most people understand advertising is paid for by the client and
should be viewed with skepticism.
Public relations in Corporate…….

• Researching, conducting and evaluating, on a continuing basis, programs of

action and communication to achieve the informed public understanding
necessary to the success of an organization’s aims.
• These may include;
• Marketing;
• Financial;
• Fund raising;
• Employee,
• Community or Government relations; and other programs.
.
Private organizations
• Public Relations in Private Sector
• Paves the path to skilled communication of ideas
• Identifies and interpret policies and programmes of organizations
• Forms a bridge of understanding and goodwill between
the organizations and their public.
Private organizations
• Coordination and Counseling: This is done by maintaining inter-
departmental coordination.
• Focusing on corporate image
• Communicating in regional /local language
• Gathering feedback from customers
• Conducting seminars
WEEK FIVE
WRITING FOR PULIC RELATIONS
CONSULTANCY
• How to brief a PR agency to make sure you get what you want
• The brief is possibly the most important document in the whole process
of working with a PR company.
• It lays out exactly what you want, when you want it and how much
budget you want to allocate to the task in hand.
• Imagine asking someone to build you a house, but not telling them how
many bedrooms you want. Or where you want them to build it. Or when
you want to move in. Or whether you want a mansion or a cottage.
• Admittedly, it would be an entertaining episode of Grand Designs, but
you’re unlikely to get your dream home
• PR is no different. The more detailed your plans and the clearer your
brief, the more you can expect to get out of your PR agency.
• You know your business best at the end of the day, so give the agency
a summary of your business challenges or goals and let them advise
on the PR to help you achieve these.
• Exactly what you want to achieve is key.
• Be as specific as possible.
• Some things to consider…
• Know your brand. This may sound obvious, but it’s important that
you know exactly what your brand is all about, what it’s values are
and what your tone of voice is.
• Decide your objectives. As we’ve mentioned, businesses (and people)
do PR for many different reasons, so knowing
• Understand your audience. Who are you trying to reach? Are you aiming
to attract investors, new business leads or a new customer demographic.
• Knowing who you are trying to reach shapes the PR approach and defines
the ideas and the media outlets your agency will target.
• Give a clear time frame.
• If it’s for a launch, when are you going to launch?
• Is there enough time to prepare everything in advance?
• The best PR is carefully planned with ample time to develop the ideas,
perfect the messaging, create the materials and outreach far and wide.
It’s worth giving as much time as you possibly can.
• Allocate a budget. The sky’s the limit with most marketing and PR is
no exception.
• The more budget there is, the more creative a team can be and the
more activities and ‘tactics’ they can plan to achieve the goals you set.
• It’s really helpful to give a PR agency your budget or at least a ballpark
so that they can advise you best and come up with a plan that you can
actually sign off on.
Tips for writing

• Do state your organizational objectives

• Don’t skimp on the detail
• Don’t hide the problems
• Don’t be too prescriptive
• Background. Provide details of your company with the most up-to-date key
company information, including your ;
• Position in the market,
• Current turnover (shows the relationship between net sales and current
assets)
• Key senior figures,
• Brand ambassadors,
• Biggest competitors
• Goal.
• Final Thoughts
• Measurement:
• To measure business performance, you need to track relevant
business metrics, also known as key performance indicators, that
display a measurable value and shows the progress of the business
goals.
• Measuring performance is a vital part of monitoring the growth and
progress of any business.
Writing for Public Relations Consultancy
• Provide answers to the client’s problems
• Give it a logical flow
• Make it speak to the intended audience
• Include concrete recommendations
• It takes account of political sensitivities.
• Write in concise and plain language
• Use a neutral and unbiased tone
Identifying jobs

• Flexibility : A PR professional must be responsive to changes

in the news while generating content that captures these
ever-changing stories. A professional must also be flexible in
regard to changes in the workplace.
• Meticulous learning : Marked by extreme or excessive care in
the consideration or treatment of details
• Collecting information: Means obtaining, causing to be obtained,
soliciting, or requiring the disclosure to third parties or the public, of
facts or opinions by or for an agency, regardless of form or format,
calling for either— (i) answers to identical questions posed to, or
identical ...
• Seeing the bigger picture: Means thinking about how your actions can
affect the overall success of a project or company aim, rather than
focusing on minor details.
• Considering the bigger picture : Considering the bigger picture means thinking
about how your actions can affect the overall success of a project or company aim,
rather than focusing on minor details.
Building relationships
• Building relationships:
• Knowledge
• Strong writing skills
• Honesty
• Attention to detail
• Thick skin : An ability to keep from getting upset or offended by the
things other people say and do.
• She has pretty thick skin when it comes to criticism. If you want to
perform publicly, you'll need to grow a thicker skin.
• Five ways to build strong relationships
• Have open and honest communications. Good relationships rely on
good communication, whether it's face-to-face, on the telephone or
email. ...
• Develop people skills. This means your ability to relate to others. ...
• Respect and appreciate others. ...
• Accept support and be supportive. ...
• Be positive
Steps to Writing a Successful Public
Relations Plan

• Determine your public relations goals. These goals can be as few or as

many as you need. ...
• Know your target audience. ...
• Give your audience objectives. ...
Steps to Writing a Successful Public
Relations Plan
• Strategies for every objective. ...
• Tactics for every strategy. ...
• Plan activities. ...
• Inform yourself through evaluation. …
WEEK SEVEN: SELECTING AND
ORGANISING A CONSULTANCY FIRM

• How to Choose the Right Consulting Firm

• Selecting a PR Agency is undoubtedly a big decision.
• Consultants are usually hired for their specialized skills and their
access to digital tools and infrastructure.
• These firms provide businesses the expertise and resources they need
in a more cost-effective setup.
Steps in Choosing a Consulting Firm
• 1. Determine the type of service you need.
• The kind of consulting service you need depends on the issues you
need to resolve. So the first step in choosing a consulting firm is
setting a clear definition of the specific work you want them to
undertake.
• Once you have clearly defined your goal, look at different types of
consulting firms to find one with the right competencies and
specialization.
2. Decide on the type of firm you want to
work with.

• Do you want to work with a general consulting firm or a specialized

one?
• Do you prefer a large firm or a small one? A general business
consulting firm can offer holistic services for wide-scale
transformation throughout the entire company.
• But a specialist advisory firm may be more suitable for a particular
project or a single area of business.
3. Check the profile of the consulting firm.

• Whether you choose a large consulting firm or a boutique

consultancy, it is important that they have the right profile that can
help you achieve your business goals. Identify what they specialize in,
their competencies, the specific services they offer, and the market
they cater to.
• Ask what types of projects they have completed and in what
particular industries. If you are undertaking digitalization of your
customer service, a consulting firm with experience in ICT and retail
will be a good match for you.
4. Ask about their methodology and modes of communication.

• You don’t just hire a consulting firm, tell them what you need, and wait for
the result.
• You must work with them at every stage of the process to successfully
achieve your business objectives. For this reason, it’s important to know
what methodologies they use and how they communicate with their clients.
• Inquire about the approaches they use in projects and the tools they utilize
to create solutions.
• Ask how they delegate responsibilities when managing projects, who are
the project managers are, and how you can connect with the one in charge
of your project. The main factor you should consider here is the ease of
communication and collaboration with the firm.
5. Weigh their cost-efficiency.

• One of the common reasons for hiring a consulting firm is to reduce

costs on infrastructure, technology, and staffing. So it makes sense to
factor in the cost structure of the firm you are considering. Check if
they offer competitive rates that match your own budget and pricing
models that give you the best value.
• However, do not choose a firm based on how low their rates are. You
shouldn’t be after affordability but instead cost-efficiency. A firm that
charges a higher rate but gets the job done efficiently at half the time
will definitely be a better choice than a firm that charges much lower
rates but delivers substandard services.
6. Check their presence in the community.

• Many consulting firms showcase their portfolios and highlight their

expertise. While these may give them an edge, it’s more important to
check their reputation in the industry.
• Be careful in researching the firm you’re considering. Check their
LinkedIn profile and its content, or go through their other social
media accounts.
• Read what previous customers have to say about their services. Ask
your peers, or get recommendations from other tech founders. Your
local network is often the best source of referrals.
7. Check for culture fit.

• Before you sign a contract with the consulting firm you have chosen,
check first if their work style and culture align with your own
company culture.
• Schedule a consultation to get a sense of their vision and approach to
work.
• Discuss main concerns to get an idea of how well you can work
together. You don’t want to end up having irresolvable conflicts
halfway through the project. Ensure a culture fit to facilitate smoother
collaboration and closer client relationship.
8. Read the fine print.

• It’s essential to go through the contract and read the fine print,
especially if you are making a long-term commitment with a
consulting firm.
• Check the inclusions, turn around time, terms of payment, and other
details. Read the contract carefully to completely understand what
you are getting into.
• This prevents unwanted surprises of hidden costs or unfinished
projects.
9.Choose a Partner for Business Growth

• More than providing the expertise and resources you need, a

consulting firm should be your partner for business growth. The right
firm will be critical for your success, so it’s essential to do your utmost
diligence in selecting one.
10. Experienced
• 11. Trust worthiness
• 12. One with problem solving skills
 Roles of a selected consultancy firm

• The selected Agency will stand in their client’s proxy and

represent their company in their interactions with others in
good times and, vitally, when the client firm is at its most
vulnerable.
• Clarifying internal needs and preferences
• Formulating a brief
Business networking and Propaganda
• Business networking is an effective low-cost marketing
method for developing sales opportunities and contacts,
based on referrals and introductions
• Propaganda and PR can be viewed as quite similar in a
number of ways: they both aim at shaping perceptions and
influencing public opinion, both use mass media, and both
are directed at specific audiences.
• The end result for both is to get people to take some sort of
action.
Competitive Methods
• Competitive advantage is what makes an entity better than
opponents.
• The 3 strategies are;
• Cost leadership :involves creating processes that allow you
to deliver goods or services at the lowest cost in your
segment. This is often, although not always, a first step to
lowering your pricing to undercut competitors. It can be a
risky strategy but also a very effective one.
Differentiation
• Your differentiation strategy is the way in which you make your firm
stand out from otherwise similar competitors in the marketplace.
Usually, it involves highlighting a meaningful difference between you
and your competitors. And that difference must be valued by your
potential clients
Focus.
• is a strategically driven Public Relations (PR) firm that specializes in
creating brand awareness, building the reputation and image of the
company.
Media Department
• This works with a wide range of clients –
• Corporate,
• Government,
• Small business
• and advertising agencies - to develop the most effective and
cost-efficient methods of delivering on communications
objectives through;
• media planning,
• negotiation, buying and campaign analysis.
Account Executive
• This is the point of contact for clients and brand teams, often
interacting with both on a daily basis.
• Elements of the job include;
• Planning and coordinating account activity, including press releases,
media pitches, blogger and influencer outreach,
• Press conferences,
• Product samples for editorial placement and promo events, such as
photo shoots and videos.
WEEK EIGHT: BUDGETING

• Budgeting in PR refers to setting up the costs for the campaign.

Budgeting in the PR incorporates costs for all the PR activities that are
to be carried out.
• Budgeting needs setting of priorities and gives importance on being
cost-effective.
• It weeds out ineffective activities.
• Successful Public Relations Executives understand the need to focus
on project profitability
• This starts with building out an accurate budget.
• The following have to be included in the budget.
• Staff Costs: Expenditure incurred for staff time used to deliver
projects. Example – Annual salary, national insurance, pension
contributions, employer's contributions for NI and pension, any other
contractual. payments included in the employee contract.
• Media Monitoring: is the activity of monitoring the output of the
print, online and broadcast media. It is based on analyzing a diverse
range of media platforms in order to identify trends that can be used
for a variety of reasons such as political, commercial and scientific
purposes
• Media Analysis and PR Measurement:
• Media analytics are observations and recommendations based on
data drawn from media monitoring.
• Media monitoring is the tracking of media output from various outlets
and authors to gain a better understanding of a company's brand and
its communications strategies' effectiveness.
Media Databases & PR Distribution

• In public relations and marketing, a media contacts database is a

resource which catalogs the names, contact information, and other
details about people who work in various media professions.
• Is a structured directory of journalist and influencer contact
information.
• This allows communications professionals to search and find the right
people to reach out to when seeking earned media coverage.
• Public relations without a media database is like standing at a
microphone.
• At the very least, a media contacts database should contain basic
information about the media contact that lets you identify if they
would be interested in your story and how you can contact them.
What is PR Consultancy budget
• The considerations for the budget include advisory fees which are
charged after the firm has accepted the service.
• The consultants charge the expenses to cover the days or hours of
attending meetings, its research and the submission of the report.
Budgeting cont….
• Primary Research:
• Primary research involves gathering data that has not been collected
before. Methods to collect it can include interviews, surveys,
observations or any type of research that you go out and collect
yourself.
• Travel:
• Client Entertaining: Covers expense occurred when hosting existing
clients, potential clients or anyone else who is not an employee
• Printing:
Budgeting fees

Here are the costing options used most often by agencies:

• 1. Blended rate with time estimates model:
• This covers all the specialists in the agency, regardless of role or
seniority and will be one rate.
• 2. Specialist rate with time estimates model:
• The rates for individuals vary dependent on both their contribution to
profitability (taking on board their overhead etc) and also the level of
seniority and / or experience they have in the industry.
Budgeting……………..
• 3. Fixed fee model: Fixed fees should ideally only be set in
consultation: agencies and clients should work in partnership to
transparently work out what is truly involved in delivering a solution.
• 4. Value-based model: This is charging for the value of the strategy or
creative thinking rather than the time taken to do that thinking itself.
• 5. Payment by results model: Here one should consider
differentiation. One needs to be confident in his marketing strategy or
creative for the client in the sector he is working for.
Value of budgeting and costing.
• Budgeting and cost control includes;
• The detailed estimation of costs,
• The setting of agreed budgets
• Control of costs against that budget.
• Its goals are to:
• Determine the income and expenditure profiles for the work;
• Develop budgets and align with funding;
• Implement systems to manage income and expenditure.
WEEK NINE: CRISIS MANAGEMENT

Crisis
• Is any situation that is threatening or could threaten to harm people
or property, seriously interrupt business, significantly damage
reputation and/or negatively impact the bottom line.
• Crisis Management
• Is the process by which an organization deals with a major
unpredictable event that threatens to harm the organization, its
stakeholders, or the general public.
Need for Crisis Management
• It helps in preparing the publics to face adverse and
unexpected situations with calm and courage.
• It helps the publics adjust effectively with the unexpected changes in
the organization.
• It helps the publics effectively understand the reasons why
the crisis is happening.
Events that Lead to Crisis Management in Public Relations

• Lawsuits and Legal Actions

• Community- or Government-Based Challenges
• Product Availability Issues
• Product flaw
• recall and Accidents
• Delayed payment
• Fake products
• Low production
• Strikes
• Mistreatment of workers
Events that lead………
• Business Acquisitions
• Key Customer Defections
• Labor Relations Challenges
• Loss of Key Executives
Components of Crisis Management
• Planning.
Strong planning is the foundation of good crisis management in public relations.
Risk analysis
chain of command
Activation protocol
 Training. Provides management team a foundation in crisis management
techniques and equips them to intelligently respond in a manner that mitigates
damage to a company.
• Execution Assistance.
• Strategic advice and counsel from experienced PR professionals.
WEEK TEN: EVENTS MANAGEMENT

• What is events management?

• Is the application of project management to the creation and
development of small and/or large-scale personal or
corporate events such as festivals, conferences, ceremonies,
weddings, formal parties, concerts, or conventions.
Key Points in Organizing an Event
• Define the purpose and format
• Pay sufficient attention to planning
• Draft your budget taking into account unforeseeable situations
• Work on the details
• Check the location and have a plan B
Define the purpose
• A helpful way to structure your event's purpose is to use the SMART
acronym, which stands for Specific, Measurable, Achievable, Relevant,
and Time-bound. These criteria help you create a clear, concise, and
realistic statement of what you want to achieve with your event and
how you will measure your success.
• Your purpose is the big-picture objective that should guide all of your
business decisions – maybe your purpose is to advocate for a certain
group of people, or to promote a particular political agenda, or to
bring educational opportunities to your community. Event goals are
where you start to get more specific.
Best practices of choosing a best suitable
format
• Choosing a suitable event format and duration is crucial for creating a
memorable and engaging experience for your attendees. However,
there is no one-size-fits-all solution, as different types of events have
different goals, audiences, and resources. Some best practices for
designing an effective event agenda that matches your purpose,
budget, and expectations are listed below;
Define your event objectives

• Before you decide on the format and duration of your event, you
need to have a clear idea of what you want to achieve.
• Do you want to educate, inspire, entertain, or network with your
attendees?
• Do you want to generate leads, sales, feedback, or loyalty? Your event
objectives will guide your decisions on the content, speakers,
activities, and evaluation methods of your event
Know your target audience

• Another key factor to consider is your target audience. Who are they,
what are their needs, interests, and preferences, and how can you
best reach them?
• Depending on your audience, you may choose a different event
format and duration. For example, a webinar may be suitable for a
busy and tech-savvy audience, while a workshop may be more
effective for a hands-on and interactive audience.
• Similarly, a short and focused event may work better for a niche and
specific topic, while a longer and broader event may appeal to a
diverse and general topic
Choose an appropriate event format

• There are many types of event formats to choose from, such as

conferences, seminars, workshops, webinars, podcasts, panel
discussions, Q&A sessions, networking events, and more. Each format
has its own advantages and disadvantages, depending on your event
objectives and audience. For example, a conference may allow you to
showcase multiple speakers and topics, but it may also require more
time, money, and logistics. A webinar may be more cost-effective and
convenient, but it may also have less interaction and engagement.
Therefore, you need to weigh the pros and cons of each format and
choose the one that best suits your event goals and audience
expectations.
Determine the optimal event duration

• The duration of your event is another important aspect to consider, as it

can affect the attendance, attention, and satisfaction of your attendees.
The optimal event duration depends on several factors, such as the
event format, the topic, the audience, the speakers, the venue, and the
budget. Generally, you want to avoid making your event too long or too
short, as both can have negative consequences. Too long events can
cause fatigue, boredom, and distraction, while too short events can
leave your attendees feeling rushed, unsatisfied, or confused. A good
rule of thumb is to keep your event between 45 minutes to 3 hours,
depending on the complexity and depth of your topic. However, you
should also consider the needs and preferences of your audience and
speakers, and adjust the duration accordingly.
Plan your event agenda

• Once you have chosen your event format and duration, you need to
plan your event agenda. This outline should include a clear and catchy
title that summarizes your event theme and value proposition, a brief
introduction that welcomes attendees and sets the tone, a main body
that delivers content in an engaging way, a conclusion summarizing
key takeaways, a Q&A session for questions and feedback, and a
networking session for attendees to connect with each other. The
agenda should be well-organized, balanced, and flexible, with enough
time allocated for each segment but also room for adjustments or
contingencies. Additionally, transitions, breaks, and interactive
elements should be used to keep attendees interested and involved.
Test and refine your event agenda

• You should test and refine your event agenda before you launch your
event.
• To do this, ask for feedback from your speakers, colleagues, or
potential attendees on your event format, duration, and agenda.
Consider conducting a dry run or a rehearsal with your speakers and
technical team to check the flow and timing of your content delivery.
Additionally, review your event objectives, audience, and format to
ensure that they are aligned and consistent. Make any necessary
changes or improvements based on the feedback, testing, and review.
By following these best practices, you can create a positive and lasting
impression on your attendees.
How to plan an event
• 1. Align on the event purpose with stakeholders
2. Lock in your event budget
3. Figure out who your potential attendees are
4. Find a venue that fits your event purpose
5. Establish the event team
6. Promote your event with a strong marketing plan
7. Seek out sponsors to help finance the event
8. Work with suppliers based on your event needs
9. Utilize event technology to streamline planning
10. Create a compelling & interactive event agenda
How to budget

• Understand Your Organization's Goals. ...

• Estimate Your Income for the Period Covered by the Budget.
• Identify Your Expenses.
• Determine Your Budget Surplus or Deficit
Key Points………..

• Allocate responsibilities
• Tell your audience about the event
• Pay attention to service
• Carry out a final check 24 hours before the event
• .Ask for feedback
Importance of Feedback

• Gives an objective assessment of how it all went

• Helps to avoid mistakes in the future and improve the quality of
events.
• It provokes change and fuels growth
• It gives people a sense of purpose
• It improves employee engagement
• It helps improve working relationships
Importance of feedback
• Feedback positively influences on communication, team members’
interaction and teamwork results in different fields.
• Constructive feedback is a robust tool for creating healthy
environment.
• Boosting productivity and engagement, achieving better results. This
works for business, sports, education, and many other activities.
WEEK ELEVEN: MEDIA BUYING

• What is media buying?

• Media buying refers to the procurement of advertising on mediums
such as a television, newspapers, commercial radio, magazines,
websites, mobile apps, over-the-top media services, out-of-home
advertising.
• It also includes price negotiation and the appropriate placement of
ads based on research to reach the right audiences considering the
product, service and message being advertised.
• Is a set of strategic wholesale multi-platform ad space purchases,
negotiations, and arrangements aimed at finding the most
advantageous placement at the lowest price for the period.
 Media Buying Process

• 1. Identify Your Target Market

• Understanding your target market in any campaign you take on can make or break your media buys.
• This starts with knowing their age, gender, income, location, interests, and more — and putting all that data
to good use.
2. Define Your Campaign Goals

•Big or small, startup or seasoned — whatever your brand looks like, it can’t be without a campaign objective.
•What are you hoping to achieve with your media buy?
•Are you a newer company trying to raise brand awareness?
•An established brand looking to remarket one of your products? Was there a dip in ROI last year that you’re
trying to mend this time around?

• When looking toward the media buying process, you need clearly established goals before planning the
creative.
•Media plans only work if you strategize toward distinct and well-defined goals.
3. Determine Where to Reach Your Audience

•This is where doing the most to reach your audience becomes crucial.
•To stand out in an increasingly saturated market, you need to ensure your ads appear on brand-safe inventory
sources at relevant, accessible, and visible times.
•How? By choosing media channels that will have the most significant impact on your target audience.

• With an integrated media planning approach, you can focus on buying the right mix of media to maximize
your investment.
4. Optimize in Real-Time

•Media buying isn’t just a one-and-done success story.

•It’s an ongoing optimization process that involves four key tactics;
i. Learning
ii.Analyzing
iii.Testing
iv.Adjusting and repeating to make a real difference in your campaign’s performance.
•Whether it’s adjusting frequency and bids to maximize performance or shifting spend toward top-performing
devices, you should be optimizing your ads in real-time to ensure your programmatic campaign is set up with
appropriate parameters throughout the flight.
•By doing so, you’ll have greater control over the outcome of your ad buys and verify they’re doing what you
intended them to do.
5. Partner with a Knowledgeable Media

•Buying media ads may seem like an easy feat, but your purchases may often end up with a campaign that only
half works.
To maximize your efforts, it’s best to partner with a knowledgeable media buying partner.
•Experienced media buying strategists help you get the best ad placements, deals on your buys, and more with
a reservoir of technology, expertise, and best practices to inform your campaign.
•When you work with a skilled and trustworthy buying partner, you can benefit from solid, already-established
relationships with outlets and publishers to successfully place, buy, and reconcile your ad spend.
•That way, you can achieve the best possible results by driving quality impressions at a lower cost — without
the extra heavy lifting.
Media Buying
• When buying media, the goal is to;
• Find the right place,
• Time
• And the context to deliver relevant ads to the target audience and
increase conversion rates, sales or brand awareness.
Stages of Media Buying
• The three phases of media buying include;
• Pre-launch: decision making on vital media decisions.
• Launch: Ensuring media delivery is effective and runs as per the plan.
• Post-launch: Measure the results and make any necessary
adjustments for maximum benefits.
Pre-launching

• Advertising decisions are not made overnight.

• In fact, the stage of careful preparation is the most time-consuming
and presupposes in-depth research and careful planning.
Campaign Launch

• During the launch phase, the main responsibility of the media buyer is
to ensure effective media delivery and constant monitoring of the
campaign performance
Post-launch Reflection

• The post-campaign stage is a time to reflect and think about the good,
the bad and the ugly of the advertising campaign in terms of delivery,
media space, return on investment, customer engagement and
overall performance.
WEEK TWELVE
• CAT 2
WEEK THIRTEEN: PUBLIC RELATIONS CONSULTANCY PROPOSAL AND REPORT WRITING

• Public Relations Consultancy Proposal

• It contains the following;
• Salutation
• Summary
• Project scope
• Objectives
• Deliverables
• Timeline
• Investment
• Signature Next Step
Salutation

• Begin your document by greeting your client.

• A personalized greeting sets apart your consulting proposals from a
generic proposal. When you treat your proposal as a personal letter,
prospective clients are more likely to trust you and want to build a
relationship with you. Use the client’s formal name (e.g. “Mr.,” “Mrs.,”
or “Dr.”)
Summary

• In this section, write three to four sentences describing the nature of the project
and the issues you want to solve.
• Consider this section the introduction, or hook, of your proposal. Summarize the
challenges your prospective client is facing and what value you can provide
through your consulting services.
• In this section, you should also thank your client for considering you and give
them a brief overview of what they can expect from the rest of the proposal.
• You can also include one to two sentences introducing yourself and your
business. While the proposal shouldn’t be focused on your work as a consultant,
it never hurts to include a short section in which you explain why the client
should choose you. Even if you pitched yourself during your initial prospective
call, you can reiterate your key strengths and qualifications here.
Project scope

• Next, add three to five bullet points giving insight into the exact action
items (or tasks) you’ll undertake to achieve the desired result.
• This section is all about what you’ll be doing to carry out the project
you outlined above. Specificity is key here — unless you clearly outline
what you’ll be doing for your client, you may experience scope creep.
• For example, if you’re being hired to review and analyze a client’s
marketing strategies, this section would outline how long your phone
calls or office visits will be, how many calls or visits you commit to each
week, the length of each visit, etc. You can never be too detailed in the
project scope section; it’ll only save you and your client a headache
later.
Objectives

• In this section, you’ll want to list out three to five objectives for the
project.
• Now that you’ve covered both the purpose and scope of the project, it’s
time to convince the client of the project’s value. What sort of results
do you want your client to see after they’re done working with you?
• Unlike the deliverables section below, which focuses on the actual “final
products” you’ll be delivering, the objectives section focuses on the end
result after those products are delivered. It’s important to put this as
early as possible in your document so that your client is convinced
they’re making a good investment
Deliverables

• Next, list out the concrete deliverable(s) the client will have once
they’re finished working with you. Will it be a revamped website? A
redesigned collection of brochures?
• This section outlines the tangible, identifiable end “products” you will
be providing your client as a result of the project. If the project scope
describes “how,” the deliverables are the “what.”
• Following the example above, while your project scope would be
reviewing and analyzing marketing strategies, your deliverables may be
a detailed analysis document, a presentation of proposed changes, or
even a brand new marketing plan (the specific details will vary
depending on your client and their preferences and needs).
Timeline

• In this section, give a timeline for each specific action item you listed in the
“Scope” section.
• This section is incredibly important for setting expectations and creating
boundaries with clients. If the project scope describes “how” and the
deliverables outline the “what,” can you guess what the timeline section is?
Ding, ding — it’s the “when.”
• The timeline part of the proposal should outline specific project dates and
deadlines for different parts of your project. Whether you’re making office
visits, creating documents, or simply sending follow-up emails, try to detail
every possible date in your proposal. At the very least, make sure you include
the project start, final project deadlines, and any milestones in between.
Investment

• Next, list out your consulting fees and what they include, as well as
how and when you prefer to get paid.
• If you recommend using a certain payment portal, include that
information here. Similarly, if you require a down payment or
staggered fee structure, don’t forget that information, too
Signature

• In this section, you’ll immediately ask for a signature from your

prospective client. Include space for them to write the day’s date,
their name, and their signature.
• You’ll want to include this straight in the proposal, even if they’re still
in the consideration stage, so that it’s easier to get approval. If you
add the additional step of having to send a “finalized contract,” you
risk unnecessarily elongating the process
Next Steps

• Last, include a strong call-to-action in your proposal. Leave your email

for them to contact you as well. Give clear instructions in this final
section so clients know how to move forward.
• While each proposal should be tailored to each prospective client, it
can be tedious to write out the entire document every time.
• This is where a consulting proposal template can come in handy.
Below you’ll find two consulting proposal templates: one for sales and
the other for marketing.
Public Relations Consultancy Proposal Writing

• Timeline
• Fees and payment structure
• Why choose you?
• Next steps
Tips of Writing a Proposal
• Do not Count on Your Proposal
• Focus on the Buyer, Not on Your Business
• Do not Include New Information
• Structure it for Success
• Keep Your Proposal Short
• In versus Out: Show What They’ll Get, Not What You’ll Do
Essentials of Writing a Consultancy Report
• Provide answers to the client’s problems
• Give it a logical flow
• It speaks to the report’s intended audience
• It includes concrete recommendations
Essentials of Writing a Consultancy Report
• It takes account of political sensitivities.
• It is concise and written in plain language
• It uses a neutral and unbiased tone
WEEK FOURTEEN: CORPORATE SOCIAL
RESPONSIBILTY
• What is corporate social responsibility?
• Refers to a company’s demonstration of sustainable economic activity
and its responsibility and its responsibilities to society .
• It is the idea that businesses are motivated by more than simply self
interest.
• These are initiatives that create a return for the company that is not
measured by profit.
• Is the way to compel business to behave in an ethical way
Choosing corporate social responsibility
• The community engagement option:
• This is about giving and receiving information, building relationships,
establishing trust and understanding the impact of a project in an
area.
• Community engagement begins at the earliest stages.
• The Public Relations consultant is engages in mapping out key
stakeholders in the area engaging with them
What a Public Relations Consultant needs to
do in Corporate Social Responsibility work
• Map the community through desk research
• Look at what similar projects have been built in the past
• See what issues arose with them
• Identify the key in the locality
• Think about how to put a strategy in place
The Public Relations tools for community
engagement
• Public exhibitions in community halls
• Walking door to door and putting community liaison people on
ground
• Letters and newsletters
• Press releases on local media
Advantages of engaging with the local
community
• The company might have a better outcome if you listen to the
community
• You might get a better design for your project
• You may be able to amend the design so that you head off problems
• before they happen
• There might be better outcomes at the planning stage.
WEEK FIFTEEN

• REVISION