| They can when they invest in the basics. The best of | | | | behaviors affect my client's business in any way? If |
| them obviously rely on some form of public relations | | | | they do, they belong on the list. |
| fundamental premise to produce winners across | | | | Obviously, you must now determine what members of |
| business environments from rockets and orange juice | | | | that key external public think about your client and his |
| to product recalls and indicted CEOs. | | | | or her business, in order to build and implement a |
| But, chances are the top producers among small PR | | | | successful public relations effort. And that means |
| firms have built their businesses on a premise like this | | | | interacting with members of that audience and asking |
| one: | | | | a lot of questions. What do they think about your client |
| People act on their own perception of the facts | | | | company and its products and services? Are there |
| before them, which leads to predictable behaviors | | | | signs of negativity? Misconceptions? Inaccuracies? |
| about which something can be done. When we create, | | | | Rumors? |
| change or reinforce that opinion by reaching, | | | | The answers to these questions allow you to establish |
| persuading and moving-to-desired-action those people | | | | the corrective public relations goal, i.e., a specific |
| whose behaviors affect the organization, the public | | | | perception and, thus, behavior change. For example, |
| relations mission is accomplished. | | | | clear up that misconception, correct that inaccuracy, or |
| Public relations firms who do not base their work on a | | | | knock down that rumor as soon as possible. |
| premise like this one are well-advised to consider doing | | | | How do you achieve that goal? Right! You select a |
| so. | | | | strategy that will get you from here to there. And |
| The reason? Their clients are subject to the same | | | | there are just three strategies to deal with a |
| realities as the rest of us, realities that never change. | | | | perception challenge: create perception (opinion) where |
| People usually behave based on their perception of | | | | there may be none, change existing perception, or |
| the facts. And clients usually demand certain behaviors | | | | reinforce it. Your choice will be dictated by your new |
| from those "publics" whose behaviors have the most | | | | public relations goal. |
| impact on their businesses. | | | | Clearly the most challenging step in this sequence is |
| Even more to the point, when client managers start | | | | preparing the right message for delivery to the target |
| looking for a return on their public relations investment, | | | | audience. It must make a compelling case, so think |
| they want to see the kind of key stakeholder behavior | | | | about it carefully. It must state clearly that the |
| change that leads directly to achieving their objectives. | | | | offending misconception, inaccuracy or rumor is not the |
| Which is why, especially for the small PR firm anxious | | | | truth. Instead, layout that truth in a credible manner. The |
| to meet client needs, there is no better performance | | | | hallmarks of such a message are clarity, |
| measure at which to aim. | | | | persuasiveness, credibility, believability and a compelling |
| However, for those small PR firms not yet guided by | | | | presentation. |
| any kind of public relations fundamental premise, here | | | | Now it's time for the "beasts of burden," the |
| is a suggestion. | | | | communications tactics which will carry your |
| Consider the premise outlined above, then take a shot | | | | carefully-scripted message to the eyes and ears of |
| at convin- cing a new or current client to let you | | | | that target audience. Happily, there are a ton of such |
| produce a broader, more productive public relations | | | | tactics at your disposal. Of course, you will want to |
| effort for his or her company. And remember, the | | | | double check the ability of each to zero in on your |
| fundamental premise of public relations outlined above | | | | specific audience. As most PR firms are aware, they |
| is a great equalizer placing all public relations firms on a | | | | range from news- letters, press releases and radio |
| level playing field when it comes to the effectiveness | | | | and newspaper interviews to newsworthy surveys, |
| of the process. It especially targets those firms with a | | | | sports sponsorships, op-eds and many, many more. |
| client who expects the best value from PR dollars | | | | In short order, clients will be interested in evidence that |
| spent, not simply a limited and mechanical publicity | | | | the public relations effort is achieving results. The best |
| placement effort. | | | | way to demonstrate progress is by reporting on the |
| In other words, consider using the premise as a means | | | | results of a new round of perception monitoring among |
| for going after higher quality new business, or | | | | members of that target audience. You're looking for |
| upgrading an account and broadening the work | | | | signs that their percep- tions now reflect the corrective |
| performed for a savvy client who wishes to squeeze | | | | elements of your message |
| every benefit out of the money they spend on public | | | | Your clients are subject to the same realities as the |
| relations. | | | | rest of us, realities that never change. As noted, people |
| Start by listing a client's most important outside | | | | usually behave based on their perception of the facts. |
| audiences in priority order - audiences whose | | | | And clients usually demand certain behaviors from |
| behaviors directly and visibly affect client success or | | | | those "publics" whose behaviors have the most impact |
| failure. At the top of such a list are usually prospects | | | | on their businesses. |
| and customers. But it could well include community | | | | Small (and large) PR firms have little choice but to go |
| residents, business and political leaders, suppliers, | | | | after those perceptions with a vengeance. |
| minorities, fraternal groups, nearby military personnel | | | | That is how that small PR firm can deliver huge results. |
| and union leaders. The target list might even include | | | | Please feel free to publish this article and resource box |
| "clients of your client" where such activity is a high | | | | in your ezine, newsletter, offline publication or website. |
| priority for that client. | | | | A copy would be appreciated at . |
| The test for listing an audience is this: does its | | | | |