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Media, PR and Crisis Management
PRE-READING
Media, PR and Crisis Management
PRE-READING
© Oxford Strategic Marketing
These charts summarise key points covered in the Introductory Media and PR course
A quick read through will familiarise you with the approach we took and some of the key terms we used.
The content of the Intermediate course will be different and you don’t need to know the following in detail, but it should be useful background for you.
© Oxford Strategic Marketing
A few key principles underlie all the courses we are developing
Communication principles are introduced in the context of current NHS priorities:
- World Class Commissioning
- Quality and productivity challenge.
Learning is built around the competencies required of NHS communicators, and focuses on practical, actionable tools and approaches that can be applied day to day.
Introduction To Effective
Strategic Communication
Marketing & CommunicationFor Behaviour
Change
HighPerformance
Marketing and Communication
Introduction To Media and PR
Media, PR and Crisis
Management
Strategic Management of Reputation and Relationships
Introduction To Internal
Communication
Internal Communicationand Managing
Change
Effective Workforce
Engagement and Why it Matters
The full set of nine training courses
© Oxford Strategic Marketing
Understanding and working with the
news media
Understandingwhere PR fits in the
communicationsmix
Knowing how to plan and manage
PR activity
Evaluating results and knowing how to judge success
Why PR matters -the importance of
reputation
Ideas for creative and effective proactive PR
Key topics that were covered on the introductory course
© Oxford Strategic Marketing
How we defined PR, coveringtwo types of activity
Public Relations (PR)Public Relations (PR)All the things you do to establish and maintain your image and
reputation with patients, public and stakeholders
Media relationsMedia relationsDay to day dealings
with news media, including press
releases, handling queries, placement of stories, interviews etc
Proactive PRProactive PRProactive development and implementation of
PR initiatives involving, but not restricted to,
news media
Why it Matters:Reputation
© Oxford Strategic Marketing
Why reputation matters
Attracts best partners to
work with
Motivates staff and helps
recruitment
Builds public loyalty and confidence
Gives bank of goodwill in
times of crisis
Our reputation ultimately gives us a bank of goodwill, routed intrust that we will do the right thing
© Oxford Strategic Marketing
Who’s responsible?
Reputation isn’t just about branding and communication – it’s also what’s “below the waterline”It’s as much about frontline staff as it is about government ministers
EVERYONE!
© Oxford Strategic Marketing
CIPR definition
Reputation and PR
Reputation comes from a complex mix of things. Some are outside our
control, but PR gives us a way of managing at least
some of them
Public relations is about reputation: An organisation’s reputation is the result of what you say, what you do, and what others say about you
Where it fits:The role of
Media and PR
© Oxford Strategic Marketing
How PR campaigns differ from conventional advertising
COST
CREATIVECONTROL
CREDIBILITY
RELATIONSHIPWITH MEDIA
LONGEVITY
Advertising
RESOURCENEEDED
PRPaid for; can specify particular space/spot
Free publicity; no specific spot guaranteed
Have full control of exactly what’s said
Can’t control how media presents information
People know it’s paid for; guarded in response
Seen as impartial – can have greater credibility
One-way; you direct the relationship
Two-way; media likely to approach you
Can run ads repeatedly as long as appropriate
Press releases only issued once; stories not re-run
Primarily money and creative excellence
Primarily networks and relationships
TARGET Targets the end audience directly
Targets those who influence the end audience
© Oxford Strategic Marketing
Where PR fits in the communication mix
Can be stand-alone
WHY
WHO
WHAT
WHENWHERE
HOW
Plannedfrom start
as PR initiative
But more often part of wider strategy
WHY
WHO
WHAT
WHENWHERE
HOWLeaflet Frontline
staff PR
Thinking is developed before channels and
levers chosen
© Oxford Strategic Marketing
Use PR when you…
Want to avoid the impression of a “hard
sell”
Want to generate “noise”and excitement
Have new, high interest messages
Have a local or specifically targeted
story to sell
Need to build credibility through independent
sources
Have limited budgets (as long as PR still meets
your objectives!)
© Oxford Strategic Marketing
Great benefits if you get it right
COSTNot paid for, can
be very cost-effective
ONGOINGCan form strong
ongoingrelationships
REACHCan get to
traditionally hard to reach audiences
CREDIBILITYTrusted, as seen to
be impartial
How to plan it:Media and PR
strategy
© Oxford Strategic Marketing
Elements of a PR plan
WHY?
WHO?
WHAT?
WHEN,WHERE, HOW?
HOW WELL?
Why are we communicating using PR?What are our specific objectives?
Who are we targeting with our PR activity?
What exactly is it that our PR activity needs to convey? What do we want people to take out of it?
When, where and how can we best engage with out target audience?
How effective and efficient were the activities we undertook?
We can use the same basic roadmap that we’d use for any communicationsplan
© Oxford Strategic Marketing
S
M
A
R
T
pecific
easurable
chievable
ealistic
imebound
Through PR, to generate local media coverage (TV, press, radio) of the Winter Warmth
programme sufficient to have reached 55% of over-65’s in
Leeds within two months
WHY? Make sure objectives are SMART
© Oxford Strategic Marketing
WHO? Be clear about audiences
One size is unlikely to fit all. Be prepared to prioritise and make choices about who you target
Think about target:
• Who they are• What they do• What they want or
need• What they believe now• What motivates them• Who influences them• How to reach them
© Oxford Strategic Marketing
WHAT? Do we want the take-out to be
You can’t control detailed
messages so focus on the
core idea
If part of a wider initiative, messages anddesired take-out for PR will flow from the
overall campaign
Remember you’re acting through other influencers so make messages clear,
unambiguous and distortion-proof. Avoid the possibility of “Chinese whispers”
Be focused and single-minded. Think about the single most important thing you want
people to take out from what you are doing
© Oxford Strategic Marketing
WHEN, WHERE, HOW? To deliver
Start from your target audience
WHEN? Will they be most receptive to messages? Time of day, week, year? Target
media that fit with those times
WHERE? Will they be most receptive? Look for media/PR opportunities that get close to
people at those points
HOW? Who will they listen to? What sort of approach/ tone of voice will work best?
© Oxford Strategic Marketing
HOW WELL? Plan benchmarking now
Clarity now Clarity now means youmeans you’’llllbe in a betterbe in a betterposition to position to
evaluate laterevaluate laterBENCHMARK• Aligned to objectives • Respected measure• Replicable later
How to do it:Delivery
© Oxford Strategic Marketing
Sources of news are changing
Whole new world of social
media
TV55%
Radio11%
Press15%
Internet19%
The
new
s m
edia
© Oxford Strategic Marketing
Trend: less dedicated resource
Compared to twenty years ago, journalists have only a
third of the resource per story.
Cut & paste journalism increasingly the norm in regional and local media
60% of the UK’s national press articles comes
entirely from wire service or PR material. Only 12% of UK
press articles are independently sourced.
Cardiff University study, 2008
IMPLICATIONMore of an appetite for well-packaged and well-targeted press releases and stories,
particularly locally
© Oxford Strategic Marketing
Trend: the pace is hotting up
With website news growing, rolling deadlines mean that stories are often broken on
the website as “working drafts” and 24/7 working
means that embargoes are eroded
“Within half an hour of a story breaking we have a version up on the site –
and we’re unembarrassed about having to correct it – those early versions are basically working drafts”
National newspaper website editorIMPLICATIONIt’s getting harder to control
when and where news is released. Need increasingly
fast reaction times
© Oxford Strategic Marketing
Trend: offline following online
Journalists use Google as a source – can access trusted
expert sources, and more usable than press databases.
Use online commentary to assess interest in a story
“I read company websites, the NY Times and pharma blogs like Pharmagossip, and I Google constantly”
Pharma journalist, FTIMPLICATIONGrowth of online media is
impacting traditional media too. Need strategies that
encompass both
© Oxford Strategic Marketing
Press release things to think about
Study how a news story is developing and understand how a journalist is approaching it
Things to think about - a useful mnemonic
STYLE:Appropriate to publication
TIMING:Be aware of deadlines
ATTENTION:Headline as a label to attract the reader
TARGET:Send only to appropriate media
INTRODUCTION:First few lines should tell the story
CHECK:At least two people read it aloud
S
T
A
T
I
C
More detail in toolkit
© Oxford Strategic Marketing
Press release content
WATCH OUTS
• Don’t be too clever – no ‘creative’ headlines
• Don’t give absolute assurances
• Don’t pack in everything – use appendices
• Don’t make it too long –max two sides of A4
• Avoid blaming someone else
• Don’t include worst case scenarios
OVERALLAPPROACH
Think about what the editor wants to hear
TITLE Short and snappy
STRUCTURE
Catchy first paragraph
Supporting detail
QuotesOTHER
THINGS TO INCLUDE
Notes to editors
Contacts and timing
LANGUAGE Simple, everyday, no jargon
© Oxford Strategic Marketing
Keeping it relevant
• Regional implications• Any regional pilots?• Good regional case
studies• Regional champions• Regional breakdown of
statistics• Local visits from senior
figures?
MAKE IT RELEVANT
If you need to produce a local press release
relating to a national campaign, make sure it really is relevant to your
own area
© Oxford Strategic Marketing
Propriety issues
Be aware of them!Involving MPs
OK to involve them but should not be put in position of acting on their
behalf
Special advisors (SPADs)If involved, just keep them informed
Local councillorsAgain don’t act on their behalf; no
quotes from them in press releases
Guidance will be issued after an election is called. If in
doubt, consult your SHA’sDirector of Communications in
the first instance
Local government ‘purdah’
Campaigning period –21 days preceding an
election
How to do it:Social media
© Oxford Strategic Marketing
Small but growing
Individuals can start to create news through campaigning
Virtually no boundaries
betweenspecialist media
online and talented
individuals
Social media budgets still small; accounts for less than 10% of online PR. BUT…
© Oxford Strategic Marketing
Leading social media channels
Most popular UK social network –most searched for brand in the UK
Over 170 million globally, can connect with readers on personal, emotional level
5 million users worldwide including 12% of UK MPs
User-generated content with over a billion viewers a day
© Oxford Strategic Marketing
Implications of social media
More noise to cut through
Reducedreliance on journalists
Intermediaryinstead of
spokesperson
A more rapidly changing world
© Oxford Strategic Marketing
Social media: issues to watch out for
Easy for people to act – sometimes
withoutthinking first
Staff – inappropriate comments online can harm the organisation and cost the writer his or her job
Public – no checks on validity of what is written
Need strategies in place to deal with inaccurate or critical information appearing on social media sites
How to do it:Proactive PR
© Oxford Strategic Marketing
Effective use of proactive PR
Successful campaigns are usually:
INNOVATIVECreative and imaginative,
not a copycat approach
TOPICALHigh interest message or
agendareflecting
current events
INTEGRATEDTied to other
communicationactivity to
maximise impact
RELEVANTTo you, to your
area, to all those involved
© Oxford Strategic Marketing
But think through implications from the start
Brainstorm all possible outcomes
How could they impact our objectives?
How likely is it that they will happen?
What about things beyond our control?
Wheremightthis
lead us?What is the likely reaction of key stakeholders?
What could be the impact on their relationship with us? Or with each other?
Do we have plans in place to manage this?
Whatcould
gowrong?
If something looks risky, it probably is! Never press ahead regardless – carry out a proper risk assessment and only move forward if youare really confident that the benefits outweigh the costs
Evaluation –what and how
to measure
© Oxford Strategic Marketing
Diff
icul
t….
Easi
er…
.Metrics and core measures
• Advertising Value Equivalent (AVE)
• Audience (opportunities to see)• Posts & comments• Volume / clip counting
OUTPUTS
‘the physical media product’
• % change in awareness• % change in preference• Additional people talking about
key messages
OUTTAKES‘what the public take
away’
• ROI/creating tangible results• Behaviour change• Attitudinal change• Information requests
OUTCOMES
‘Quantifiablechanges in attitude,
behaviors etc’
Adapted from Classic ‘out’ measures of media from Jim Macnamara (1992).
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