press agents = media relations what are the key points in media relations?
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PRESS AGENTS = MEDIA RELATIONS
WHAT ARE THE KEY POINTS IN MEDIA RELATIONS?
Media influence is cumulative and long term. A single report, even if covered by all media in the
country usually causes little change (effect is minimal).
If covered over long period (perhaps with viewpoint on the topic) can influence the whole generation. (Eg. Continuous news /reports on Communism we strongly opposed even most of us have no personal experience - but because all our lives it has been a subject of derision in our media; PKI in Indonesia; Terrorism in these days.)
The main power of the media is to make us aware – of products, services, companies, ideas – and to provide info about them. Awareness don’t move us to action but as a 1st step in decision making it is vital: if we don’t know something exist, we can’t do anything about it. Agenda Setting Role of the Media.
The media concentrate on reporting bad news – errors, scandals, accidents. Researches: we prefer to hear about bad news rather than good news, by a factor of 7 (seven) to one. In their own marketing interest, then, it follows that the media would rather feature bad news. It’s what their customers demand.
RELATIONSHIPS WITH MEDIA
So, the challenge is to create RELATIONSHIPS with Journalists and media figures – that will permit them to rely on our organizations when we are the focus of interest.
Make them learn about us, and that they can trust an organization and its PR staff.
So they are likely to report on the information of which we need to make our publics aware and give us a FAIR chance, or at least balance reportage, when we are on the hot seat.
WORKING WITH MEDIA PEOPLE
Important part of PR job: depends on PR staff providing information that news people like (consider) to be of public interest remember 7 FACTORS of NEWS WORTHINESS.
Small or local organization: easier; media have small staffs and need ‘free’ news gathering help and PR practitioners provide them. personalized and mutually supportive relationships.
Big City (Big News Media) and giant corporates: difficult: both entities tend more to conglomerations and automation (not personalized). Companies tend to expose journalism and Media turns to control advocacy – and animosity grows between the private and public sectors. (eg. Kompas Gramedia Group with TV-7, Kontan, dll; Tempo Group with Koran, Tempo newsroom, etc.)
Most major media have ethics code that prohibit their journalist from accepting favors; relative (family friends) working as editors or news producers is not easy it can be suspected or handicap, particularly as media ethics codes become more common.
THE FUNDAMENTALS. News Media Mission: to inform audience quickly, accurately
and fully (on matters in which audience express an interest and on matters that affect them significantly – whether or not the audience have expressed interest, or are even aware).
PR Function Mission: is to build working relationships with an organization’s public.
For both (Media and PR): obligations of truth and accuracy under the law.
The freedom of News Media to inform without bias is assured by the First Amendment to the Constitution (USA).
If abused: loss of credibility, revenue from advertisers, and public censure.
When interject their own views: label them as ‘editorial’, opinion, analysis, commentary, etc.
PR Functions: comes under the Freedom of Speech Provision in the First Amendment.
PR practitioners have the choice of telling their story: in paid space or time (advertisement), or offering it as news, subject to editing or rejection by the
media. Abuse of free speech rights: loss of supportive
constituents (shareholders), employees, customers, etc. Penalties from PR Society (PR Society of America in USA,
but Perhumas belum ada sanksi?) Penalties from media (for being ‘clever’ in manipulating
facts, being ‘unavalible’, etc): loss of credibility and integrity in the eyes of the media.
Monitoring Bodies: Dewan Pers, Perhumas, dll. Di sini belum banyak berfungsi. Cek di UU Pers lagi.
PR Serves 2 masters
1. The Employer.
2. Public Interest. The Employer wants them best foot put forward in public.
Sometimes dont want publicity; but sometimes media insist over the ‘public’s right to know’.
If a PR is not able to handle the flow of info so that favorable news is covered and adverse news is avoided or at least treated fairly, the practical value of the practitioner to the employer is limited. But practitioners must make it clear to the employer and clients that THEY CANNOT CONTROL THE MEDIA.
GUIDELINES Start with a sound working knowledge of the methods and the
technology involved in gathering potential news, in evaluating it, in processing it editorially, and in putting it into the best format and mode for newsprint, magazine and broadcast electronic media. Be able to fit into the process.
Make a designated spokesperson available. you? Have spokespeople be as good (candid) as possible in response to
inquiries – consider competitors, national security, etc. Play the percentages, as in long successful partnership, taking the
instances of bad news in stride with a record of good news coverage achieved.
Continuously educate and train employers and spokespeople on how to handle (themselves when in contact with the news) media.
Generate good news situations as a track record to offset instances of undesired news. Don’t simply wait defensively for bad news. Proactive.
Advocate an employer’s views on public issues among the organization’s natural constituencies and in the news media receptive of them.
Expect the unexpected and be prepared all the time for it. In particular, have a crisis or disaster plan.
PR & MARKETING Marketing PR
PR (one of the definition) is: the management function which evaluates
public attitudes, identifies the policies and procedures of an organization with the public
interest, and executes a program of action (and communication) to earn public
understanding and acceptance.
(Public Relations News, weekly newsletter of the industry).
In this definition: The term ‘Management’ (function) should be used in its broadest
sense: business management, non profit organization, etc. PR requires a series of stages, including:
The determination and evaluation of public attitudes. The identification of policies and procedures of an organization
with a public interest. The development and execution of a communications program
designed to bring about public understanding and acceptance. This process doesn’t occur all at once. Continues, over months or years. PR involves much more than activities designed to sell a product
or service. May involve promotional program elements eg:
Press release mailed to announce new products or changes in the organization;
Special events organized to create goodwill in the community; Advertising used to state Company’s position on a
controversial issue.
The New Role of PR.
More marketing-oriented companies established new responsibilities for PR.
It takes much broader and more marketing-oriented perspective, designed to promote the organization as well as its products or services.
Four relationships between Marketing & PR in an organization – defined by the degree of each function:
PUBLIC RELATIONS
MARKETING Weak Strong
Weak 1
Small social service agencies, non-profit
organizations.
2
Hospitals, colleges
Strong 3
Small manufacturing companies
4
Fortune 500 companies
1. Minimal use of either function typically have very small marketing and/or PR budgets and devote little time and effort to them. Eg. Small social service agencies, non-profit organizations.
2. Have a well-established PR function but do very little in the way of formal marketing. Eg. Colleges and Hospitals. Now: cases marketing activities are increasing. Both now moved in the direction of Class 4 organizations, though PR activities still dominate.
3. Many small companies: marketing dominant, and PR functions are minimal. Eg. Private companies (without stock holders) and small manufacturers with little or no public to appease tend to employ this design. (Misal, pembuat teralis besi, home industry catering, etc).
4. Have both strong marketing and strong PR. These two departments often operate independently. Eg: PR may be responsible for the more traditional responsibilities, while marketing promotes specific products and/or services. Both groups may work together at times, and both report to top management. Many Fortune 500 companies employ multiple ad agencies and PR firms.
The new role of PR might best be characterized as Class 4, although with a slightly different relationship. The two nor work closely together (not operating independently) – blending their talents to provide the best overall image of the firm and its products/services offerings.
PR departments as a tool to both supplant and support traditional advertising and marketing efforts and as a key part of the IMC (Integrated Marketing Communications) program.
INTEGRATING PR INTO THE PROMOTIONAL MIX
Kotler and William Mindak: suggest some alternative organizational designs:
Either: Marketing or PR can be the dominant function (both
can be equal but separate functions); or both can perform the same roles.
But other experts recommend setting: PR as a promotional program element; this means that its broad role must include traditional
responsibilities.
MARKETING PR FUNCTIONS
Thomas L Harris: PR activities designed to support marketing objectives as MPR functions.
Marketing objectives that may be aided by PR activities include: Raising awareness Informing and educating Gaining understanding Building trust Giving consumers a reason to buy, and Motivating consumer acceptance.
MPR adds value to the integrated marketing (IMC) program in a number of ways
Building marketplace excitement before media advertising breaks. The announcement of a new product, for example, is an opportunity for the marketer to obtain publicity and dramatize the product, thereby increasing the effectiveness of ads.
Creating advertising news where there is no product news. Ads can be the focus of publicity. There seems to be as much hype about the ads on the World Cup (Soccer) or Olympic or Super Bowl as there is for the game itself.
Introducing a product with little or no advertising. Eg. Hewlett Packard, Kinetix and Ty, and Crayola (crayon maker) used this approach to its advantage.
Providing a value added customer service. Butterball (USA) established a hotline where people can call in to receive personal advice on how to prepare their turkeys. (handled 25,000 calls during one holiday season); Many cos provide such services on their Internet sites.
MPR adds value to the integrated marketing (IMC) program in a number of ways (cont)
Building brand-to-customer bonds. The Pillsbury Bake-Off has led to storng brand loyalty among Pillsbury customers, who compete by submitting baked goods. The winner now receives a one-million dollar prize!
Influencing the influentials – that is, providing information to opinion leaders.
Defending products at risk and giving consumers a reason to buy. By taking constructive actions to defend or promote a company’s products, PR can give consumers a reason to buy. Battery Energizer’s national education campaign that urges consumers to change the batteries in their fire alarms when they reset their clocks in the fall has resulted in a strong corporate citizen image and increased sales of batteries.
MPR adds value to the marketing program – some other examples:
Wonderbra: relied heavily on PR coverage and media hype to create awareness and gain attention for the product launch. From 1994, continued for the past 5 years, and Wonderbra has become the number 1 push-up bra in the USA.
Rockport, another shoe company in 1980s. Promoted (by its PR agent) the concept of ‘fitness walking’ through a series of MPR initiatives. Rockport became known as the ‘Walking Shoe Company”, achieving a tenfold (10 x) increase in sales.
California Kiwifruit Commission: established 1935. PR efforts focused on disseminating health and nutritional information about kiwis. Through a more marketing-oriented PR campaign, the commission was able to increase sales by as much as 300 % in stores and achieved a 12 percent increase in new consumers (users).
Advantages of using MPR (by Harris):
A cost-effective way to reach the market. A highly targeted way to conduct public relations. Credibility. It benefits from the endorsement of independent and
objective 3rd parties who have no association with the product.
Supports advertising programs by making messages more credible.
It breaks through the clutter. It circumvents consumer resistance to sales efforts.
Disadvantages (by Harris):
A lack of control over the media. Difficult to tie in slogan and other
advertising devices. Media time and space are not
guaranteed. There are no standard effectiveness
measures.
Major Threat
MPR may lead to public relations’ becoming subservient (passive, meek) to marketing
– a concern expressed by many opponents of MPR. However, if employed properly and used in
conjunction with other traditional PR practices as well as IMC elements, MPR can continue to be used effectively.
Contoh 2: Marketing CommMarketing Comm. interfaces for PR Dept. – perhatikan yg sama & beda
Customers Company Management
Company External Agencies
KOSONG: (Public Officials)
Influencers
Cust Senior Management
CEO Adv. Agencies
Industry Bodies;
Purchasers Product Div. Managing Dir;
Product Managers
PR Consultants; Design Consultants
Journalists;
Pressure Groups
Distributors;
Stockiest
Marketing Dir;
Cust Service Managers.
Other Agencies; etc
Consumer Groups;
Social and Cultural Social and Cultural EnvironmentsEnvironments
Hofstede’s Dimensions
INDIVIDUALISM VS COLLECTIVISM HIGH/LOW POWER DISTANCE MASCULINE VS FEMININE WEAK/STRONG UNCERTAINTY
AVOIDANCE CONFUCIANIST DYNAMICS (LONG RUN ORIENTATION)
Power Distance and Individualism ScalesPower Distance and Individualism Scales
ARG ArgentinaBRA BrazilCHL ChileCOL ColumbiaGRE GreeceHOK Hong KongIND IndiaIRA IranJAP JapanMEX MexicoPAK PakistanPER PeruPHI PhilippinesPOR PortugalSIN SingaporeTAI TaiwanTHA ThailandTUR TurkeyVEN VenezuelaYUG Yugoslavia
Small LargePower Distance
Ind
ivid
ual
ism
Col
lect
ivis
t
12
50
30
Small power distance collectivist
Large power distance collectivist
•PAK •COL •VEN
•TAI •PER
•THA •SIN
•CHL•POR •HOK
•YUG•MEX •PHI
•GRE
•TUR
•BRA•IRA
•ARG •JAP
•IND+11 +28 +44 +64 +77 +94
Power Distance and Individualism ScalesPower Distance and Individualism Scales
AUL AustraliaAUT AustriaBEL BelgiumCAN CanadaDEN DenmarkFIN FinlandFRA FranceGER GermanyGBR Great BritainIRE IrelandISR IsraelITA ItalyNET NetherlandsNZL New ZealandNOR NorwaySAF South AfricaSPA SpainSWE SwedenSWI SwitzerlandUSA United States
Small LargePower DistanceIn
div
idu
alis
mIn
divi
dual
ist
53
91
71
Small power distance individualist
Large power distance individualist
•SPA
•SAF
•FRA
•BEL•ITA
•AUT•ISR
•FIN
•GER•NOR•SWI
•SWE•IRE
•DEN
•NZL •CAN
•NET
•GBR
USA•
AUL•+11 +28 +44 +64 +77 +94
Uncertainty Avoidance and Masculinity ScalesUncertainty Avoidance and Masculinity Scales
Feminine MasculineMasculinity
Un
cert
ain
ty A
void
ance
Str
ong
8
56
32
Weak uncertaintyavoidance/feminine
Weak uncertaintyavoidance /masculine
Wea
k
•SIN
•HOK
•IND
•PHI
AUL AustraliaCAN CanadaDEN DenmarkFIN FinlandGBR Great BritainHOK Hong KongIND IndiaIRE IrelandNET NetherlandsNZL New ZealandNOR NorwayPHI PhilippinesSIN SingaporeSAF South AfricaSWE SwedenSWI SwitzerlandUSA United States
•DEN
•SWE
•NOR
•NET
FIN•
GBR• •IRE
USA•
•SAF
•AUL
•NZL•CAN
+23 +44 +59 +77 +95
Uncertainty Avoidance and Masculinity ScaleUncertainty Avoidance and Masculinity Scale
Feminine MasculineMasculinity
Un
cert
ain
ty A
void
ance
Str
ong
59
112
84
Strong uncertaintyavoidance/feminine
Strong uncertainty avoidance/masculine
Wea
kARG ArgentinaAUT AustriaBEL BelgiumBRA BrazilCHL ChileCOL ColumbiaFRA FranceGER GermanyGRE GreeceIRA IranISR IsraelITA ItalyJAP JapanMEX MexicoPAK PakistanPER PeruPOR PortugalSPA SpainSWI SwitzerlandTAI TaiwanTHA ThailandTUR TurkeyVEN VenezuelaYUG Yugoslavia
JAP•
•GRE
BRA•
THA•
•IRA
•VENCOL•
•MEX•ARG
TUR•
•PER
CHL•
YUG•
•POR
•PAKTAI•
ISR•
•SPAFRA•
•BEL
ITA•
SWI•
•GER
•AUT
•FIN
+23 +44 +59 +77 +95
Cultural Factors Never touch the head of a Thai or pass an object over it –
the head is considered sacred in Thailand Avoid using triangular shapes in Hong Kong, Korea and
Taiwan – the triangle is considered a negative shape The number 7 is considered bad luck in Kenya and good luck
in the Czech Republic. It has a magical connotation in Benin, Africa
The number 10 is bad luck in Korea The number 4 means death in Japan Red represents witchcraft and death in many African
countries but it is a positive colour in Denmark
Cateora & Ghauri, International Marketing, European Edition, © 1999 McGraw-Hill
Doing Business in India: A Cultural Perspective
Trust had become a central issue Aggressiveness can be interpreted as a sign of disrespect. Indians are very good hosts and will therefore, invite you to their
homes and usually in personal talk often. Indians respect people who value their family. They will allow family to take priority over work, whenever
necessary. In a group discussion, only the senior most person might speak,
but that does not mean that the others agree with him. Humor in the work place is something that some Indians are not
used to. Never shake hands, touch or sit close or next to a woman. The Indian wants to know everything at the first meeting don't be
offended
Contextual Background of Various Countries
Japanese
Arabic
Latin American
Spanish
Italian
English (UK)
French
North American (US)
Scandinavian
German
Swiss
High context implicit
Low context explicit
Cateora & Ghauri, International Marketing, European Edition, © 1999 McGraw-Hill
Global Product Planning Strategic Alternative
Same
Same
Different
Different
Product
Com
mu
nic
ati
on
Dual Extension
Product Extension, Communication
Adaptation
Product Adaptation, Communication
Extension
Dual Adaptation
Classical Western Traditional Asian
Nuclear family, self, or immediate family Beliefs in competition, challenge, self-expression Personal responsibility, independence Doing one’s own thing Resentment of authority Primacy given more to youth and change
Extended family, blood/kinship/ workgroups Beliefs in harmony, cooperation, avoiding confrontation Shared responsibility, interdependence Public self and “face” Respect for authority Age and seniority important, value tradition Control by “shame” and “loss of face”
Marketing Values
Brand segmentation; personal choice and self-expression through brand Presenters/testimonials important but more to draw attention to brands Seeding and diffusion from leading edge Belief in “understatement” of wealth Environmentalism
Popular famous brands; confidence in brand and corporate names Imitation, emulation, use of presenters as role models in ads Rapid adoption of successful brands Display of wealth and status Confidence in technology
Cultural Values
Japan
United States
Myth/hero emphasis
Group
Individual
Attitude
Self-denial, dependence
Self-expression, independence
Emphasis
Obligations
Rights
Style
Cooperation
Competition
Assumptions
Interdependence
Independence
View of self
Organization man
Individual with a skill
Cultural attitude 1
We are unique
Everyone is just like us
Cultural attitude 2
Willing to borrow/adopt/adapt
“Not invented here” syndrome
Organizational goal 1 (jobs/employment)
Share of market
Profitability, financial success
Organizational goal 2
World markets
National markets
Organizational goal 3
Quality, customer value
Production, financial returns
Worker identification
Company
Craft, function
Management
Generalists
Specialist
Trust in
Feeling
Thinking
Government business relations
Coperation
Separation
Financial structure (debt;equity)
80:20
40:60
Key stakeholders
Employees
Stockholders
Key values and goals
Perfection, harmony, consensus
Freedom, success, winning
Comparisons and Contrasts in Culture, Tradition, and Behaviour Between Japan and USA
Changes Affecting Strategies Threats to Marketers’ Planning
Management’s Strategic Options
Product Strategies
Harmonization in product standards, testing, and certification process Common patenting and branding Harmonization in packaging, labeling, and processing requirements
Untimeliness of directives Rules of origin Local content rules Differences in marketing research
Consolidate production Obtain marketing economies Shift from brand to benefit segmenation Standardize packaging and labeling where possible
Pricing Strategies
More competitive environment Withdrawal of restrictions to foreign products Antimonopoly measures Widening of the public procurement market
Parallel importing Different taxation of goods Less freedom in setting transfer prices
Exploit different excise and value-added taxes Understand price elasticity of consumer demand High-margin products Introduce visible low-cost brand
Promotion Strategies
Common guidelines on TV broadcasting Deregulation of national broadcasting monopolies Uniform standards for TV commercials
Restrictions on alcohol and tobacco advertising Limits on foreign TV production Differences in permitted promotional techniques
Coordinate components of promotional mix Exploit advantage of pan-European media Position the product according to local markets
Distribution Strategies
Simplification of transit documents and procedures Elimination of customs formalities
Increase in distributors’ margins Lack of direct-marketing infrastructure Restrictions in the use of computer databases
Consolidate manufacturing facilities Centralize distribution Develop nontraditional channels (direct marketing, telemarketing
Marketing Strategies in The European Community
Ethnocentric
Home country is superior; sees similarities
in foreign countries
Polycentric
Each host country is unique; sees differences
in foreign countries
Regiocentric
Sees similarities and differences in a world
region; is ethnocentric or polycentric in its view of
the rest of the world
Geocentric
Worldview; sees similarities and
differences in home and host countries
Orientation of Management and Companies
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