Strategy is central to the role and function of public relations (James 2009, p. 251). The strategic contribution of public relations practitioners develops 'problem-solving strategies for the entire organisation' (Newsom, Turk & Kruckeberg 2007, p. 215) by working with other departments and coordinating problem-solving activities.
As mentioned before, a well-planned and conducted research can place a PR practitioner into a good situation. When the results are analysed, a SWOT analysis (James, 2009) must be conducted. The acronym stands for Strengths, Weaknesses, Opportunities and Threats. One important note is that in this analysis, Strengths and Weaknesses are considered internal factors and Opportunities and Threats are external factors.
Drucker (1954) puts forth a method for setting objectives - SMART which stands for Specific, Measurable, Achievable, Results-orientated and include a time frame. This allows a good standard objectives to be met and goals achieved.
An example given by Ms. Tanya is to raise awareness of HP cameras by affiliating them with holiday hotels. The hotel visitors were given cameras to take photos. The strategy was to raise awareness of their quality cameras and the tactic is the actual act of loaning these cameras out to tourists/guests while they are having a holiday.
A good strategic fit must be attached between strategy and tactic. When this 'fit' is achieved, the PR plan will be half successful.
Nice condensed guide you've got going on!
ReplyDeleteAnd yes, a good strategic fit must be between strategy and tactic, however I do think PR contingency plans are a must too and that would fall under planning right? Just a thought!
Kudos!
ZR
http://zrhasspoken.blogspot.com