MODELS OF THE RESPONSE PROCESS

BehaviorBehaviorTrialTrial

AdoptionAdoptionPurchasePurchaseActionActionBehavior Behavior

StageStage

AttitudeAttitude

IntentionIntention

InterestInterest

EvaluationEvaluation

LikingLiking

PreferencePreference

ConvictionConviction

InterestInterest

DesireDesire

Affective Affective StageStage

ExposureExposure

ReceptionReception

Cognitive Cognitive ResponseResponse

AwarenessAwareness

AwarenessAwareness

KnowledgeKnowledgeAttentionAttention

CognitiveCognitiveStageStage

““CommunicatioCommunication” Modeln” Model

““InnovatioInnovation-n-

Adoption” Adoption” ModelModel

““Hierarchy Hierarchy of Effects” of Effects”

ModelModel

““AIDA”AIDA”ModelModel

StageStage

The Differences between Advertising and PR

Advertising is the wind, PR is the sun

Advertising is spatial, PR is linear

Advertising uses the big bang, PR uses the slow buildup

Advertising is visual, PR is verbal

Advertising reaches everybody, PR Reaches somebody

Advertising is self-directed, PR is other-directed

Advertising dies, PR lives

Source: The Fall of Advertising and The Rise of PR, Al Ries & Laura Ries

(cont.) The Differences between Advertising and PR

Advertising is expensive, PR is inexpensive

Advertising favors line extensions, PR favors new brands

Advertising likes old names, PR likes new names

Advertising is funny, PR is serious

Advertising is uncreative, PR is creative

Advertising is incredible, PR is credible

Advertising is brand maintenance, PR is brand building

Source: The Fall of Advertising and The Rise of PR, Al Ries & Laura Ries

Out of Side out of Mind Out of Side out of Mind You and PRYou and PR

A brief resume: A brief resume: who you are, who you are, what did you do, what did you do, why are you here.why are you here.

Contacting each others, email.Contacting each others, email.Mailing list.Mailing list.Your opinion about “PR” : as far as you Your opinion about “PR” : as far as you

know, what do PR practitioner does?know, what do PR practitioner does?

Public Relations - Public Relations - definitionsdefinitions

The PR organization intelligently evaluates The PR organization intelligently evaluates public attitudes, identifies the policies and public attitudes, identifies the policies and procedures of an individual or organization procedures of an individual or organization with the public interest, and plans and with the public interest, and plans and executes a program of action to earn public executes a program of action to earn public understanding and acceptance.understanding and acceptance.

PR is the management function that PR is the management function that establishes and maintains mutually beneficial establishes and maintains mutually beneficial relationships between an organization and the relationships between an organization and the publics on whom its success or failure depends.publics on whom its success or failure depends.

Session 1

Organizational Aspects of Organizational Aspects of PR PR

An OverviewAn Overview

Creation of a corporate or executive imageCreation of a corporate or executive image Support for executive presentationsSupport for executive presentations Media relationsMedia relations Integrated marketingIntegrated marketing Consumer relations in the marketplaceConsumer relations in the marketplace Issue & crisis managementIssue & crisis management Reading assignment:Reading assignment:

““Managing for ReputationManaging for Reputation,” in “Running a PR Department,” p.11,” in “Running a PR Department,” p.11 History & Place of PR: between Western and History & Place of PR: between Western and

Indonesian societiesIndonesian societies ““Development of Public RelationsDevelopment of Public Relations,” Fig.1.2 in “Strategic ,” Fig.1.2 in “Strategic

Program Planning for Effective Public Relations Campaigns,” Program Planning for Effective Public Relations Campaigns,” p.4.p.4.

Session 1

Several Main SectorsSeveral Main Sectors PR is synonymous with ‘REPUTATION’. It is the PR is synonymous with ‘REPUTATION’. It is the

result of:result of: what you do, what you do, what you say and what you say and what other say about you.what other say about you.

No universal agreement on terminology and No universal agreement on terminology and divisions, but most practitioners look at the divisions, but most practitioners look at the discipline in several main sectors comprising:discipline in several main sectors comprising: Financial and Corporate CommunicationFinancial and Corporate Communication Government AffairsGovernment Affairs Marketing CommunicationMarketing Communication Internal CommunicationInternal Communication Community RelationsCommunity Relations

Session 1

Outline of Planning FactorsOutline of Planning Factors We don’t provide guidance on the planning of We don’t provide guidance on the planning of

PR programs, but simply to outline some of PR programs, but simply to outline some of the specific characteristics of each main the specific characteristics of each main sector which will impact upon departmental sector which will impact upon departmental management. In each case, you need to look management. In each case, you need to look at:at: The PURPOSE of the activityThe PURPOSE of the activity The target PUBLICS or AUDIENCESThe target PUBLICS or AUDIENCES Typical Program ContentTypical Program Content The Principal Interface (Working Partnership)The Principal Interface (Working Partnership) Skills NeededSkills Needed

Session 1

Requirements for SuccessRequirements for Success SKILLSSKILLS

Effective WritingEffective Writing Persuasive SpeakingPersuasive Speaking

KNOWLEDGEKNOWLEDGE In-depth knowledge of In-depth knowledge of

various mediavarious media Understanding of Understanding of

management processmanagement process Business, financial acumenBusiness, financial acumen

ABILITIESABILITIES Problem solverProblem solver Decision makerDecision maker Deft in handling people, Deft in handling people,

generates confidencegenerates confidence Assumes responsibilityAssumes responsibility

QUALITIESQUALITIES Stability and Common Stability and Common

sensesense Drive and enthusiasmDrive and enthusiasm Wide-range interest and Wide-range interest and

intellectual curiosityintellectual curiosity Good listenerGood listener Tolerance for frustrationTolerance for frustration StyleStyle

Session 1 Source: Cutlip, Center and Broom, Effective Public Relations, 8th Ed. .p53

Next Activities -- Next Activities -- prepareprepare

1.1. Opening Bank Account -- What are the Opening Bank Account -- What are the reasons of your choice?reasons of your choice?

2.2. Creating a short PR campaign for gas Creating a short PR campaign for gas company in NTT (near East Timor).company in NTT (near East Timor).

3.3. The GladiatorThe Gladiator: compare the following, and : compare the following, and who – among these characters, is the most who – among these characters, is the most successful ‘PR practitioner’, and why?successful ‘PR practitioner’, and why?

1.1. CommodusCommodus2.2. MaximusMaximus3.3. The Roman SenateThe Roman Senate4.4. LucillaLucilla5.5. Marcus AureliusMarcus Aurelius6.6. Senator FalcoSenator Falco7.7. Senator GracchusSenator Gracchus8.8. ProximoProximoSession 1

Adding Value – Protecting the Adding Value – Protecting the ImageImage

Justifying the Place of PR in Justifying the Place of PR in Business TodayBusiness TodayHow does PR serve Indonesian How does PR serve Indonesian

business, government, and business, government, and industry today?industry today?

How might it add value, raise How might it add value, raise the image or improve the share the image or improve the share price of Indonesian businesses?price of Indonesian businesses?

Session 2

Can a Major Corp/Organ Can a Major Corp/Organ Afford to Ignore PR realities?Afford to Ignore PR realities?

Think of examples of ‘unpopular’ Think of examples of ‘unpopular’ organizations that have relied on PR in organizations that have relied on PR in recent times:recent times:

1.1. ExxonExxon2.2. ABRIABRI3.3. NestleNestle4.4. Union CarbideUnion Carbide5.5. AjinomotoAjinomoto

Compare with: BreadTalk, Starbucks, Compare with: BreadTalk, Starbucks, Bintang Zero Bintang Zero

(vs MUI fatwa?)(vs MUI fatwa?) What companies can you think of today What companies can you think of today

that would benefit from better more that would benefit from better more intelligent PR?intelligent PR?

Session 2Session 2

PR and Crisis PR and Crisis ManagementManagement

Reading & Discussion: Problem 9 – Reading & Discussion: Problem 9 – ‘ When associates disagree in ‘ When associates disagree in handling an emergency,’ in “Public handling an emergency,’ in “Public Relations Practices,” p. 474.Relations Practices,” p. 474.

What would be a typical Indonesian What would be a typical Indonesian public relations response to this public relations response to this kind of situation, where a decision kind of situation, where a decision making executive is not available?making executive is not available?

Session 2

There is no golden rule.There is no golden rule. Management experts recommend plenty of Management experts recommend plenty of

guidelines but very few rules. guidelines but very few rules. The reason is that management is more about The reason is that management is more about

getting the right results than about applying the getting the right results than about applying the right rules.right rules.

What works is what matters.What works is what matters. Management is not an all-purpose solutions Management is not an all-purpose solutions

and foolproof formula (rigid, inflexible, and foolproof formula (rigid, inflexible, immensely strong under some situations but immensely strong under some situations but most brittle under other situations). most brittle under other situations). Some guidelines work frequently under various Some guidelines work frequently under various

situations and for so many people that they are situations and for so many people that they are known as golden guidelines. known as golden guidelines.

There are not such things as golden rules.There are not such things as golden rules.

ObjectivesObjectives: do we have to solve : do we have to solve this problem?this problem?

The road to successful PR management The road to successful PR management is littered with unnecessary data that is littered with unnecessary data that justify considerations for solution. justify considerations for solution.

Subsequently, the PR question in most Subsequently, the PR question in most cases is not cases is not “can we solve this “can we solve this problem” problem” but rather but rather “Do we have to “Do we have to solve this problem?”solve this problem?”

The guidelinesThe guidelinesThere are no rules for There are no rules for

management, however, there are management, however, there are systematic approach, and some systematic approach, and some are known as guidelines. are known as guidelines.

These guidelines areThese guidelines are::The Pareto Principle (may be The Pareto Principle (may be modified)modified)

The systematic approach involving The systematic approach involving 8 stages8 stages

PARETO PRINCIPLEPARETO PRINCIPLE

Vilfredo ParetoVilfredo Pareto (Italian sociologist, (Italian sociologist, economist and engineer): provides a economist and engineer): provides a respectable academic basis for the respectable academic basis for the study of unequal distribution of study of unequal distribution of incomes. incomes. Society is made up of an elite minority Society is made up of an elite minority

and a large mass. and a large mass. A small minority hold most of the A small minority hold most of the

power and own an overwhelming power and own an overwhelming percentage of the wealth.percentage of the wealth.

PARETO PRINCIPLEPARETO PRINCIPLE

The value of the Pareto Principle to a The value of the Pareto Principle to a manager is that: it focuses attention on manager is that: it focuses attention on separating the ‘separating the ‘vital few’vital few’ from the from the ‘‘trivial many’trivial many’. .

One company finds that a small number of One company finds that a small number of establishments accounts for a high establishments accounts for a high proportion of total purchase. proportion of total purchase.

Another observes that the majority of sales Another observes that the majority of sales derives from a minority of customers.derives from a minority of customers.

Identifying these vital few and concentrating Identifying these vital few and concentrating effort upon them is seen as effort upon them is seen as the key to the key to success.success.

PARETO PRINCIPLEPARETO PRINCIPLE

These unequal patterns are These unequal patterns are traditionally described as the traditionally described as the 20/80 distribution rule.20/80 distribution rule.

Depending on the situations:Depending on the situations:It may vary to 10/90, or 5/95.It may vary to 10/90, or 5/95.Thomas Alva Edison asserted that Thomas Alva Edison asserted that

genius is 1% inspiration and 99% genius is 1% inspiration and 99% perspiration (1/99). perspiration (1/99).

PARETO PRINCIPLEPARETO PRINCIPLE U.K.: a more characteristic relationship: 1/3 or U.K.: a more characteristic relationship: 1/3 or

thereabouts.thereabouts. Stone Stone *)*): 25/75 ratio : 25/75 ratio

25% of the customers place 75% of the orders.25% of the customers place 75% of the orders.A writer: 75% of the script is structure and 25% is A writer: 75% of the script is structure and 25% is

words.words.A PR team: 25% of the staff thought up 75% of the A PR team: 25% of the staff thought up 75% of the

ideas.ideas.25% of what business did was responsible for 75% of 25% of what business did was responsible for 75% of

the earnings.the earnings.

ConverselyConversely in many firms, 75% of what the in many firms, 75% of what the business costs accounts for 25% of what it earns.business costs accounts for 25% of what it earns.

*) *) Norman Stone, “Norman Stone, “How to Manage Public Relations – practical guidelines for effective PR management.”How to Manage Public Relations – practical guidelines for effective PR management.”

PENTINGPENTING It must It must not be understoodnot be understood, ,

however, that once the vital 25% is however, that once the vital 25% is identified then identified then we can totally we can totally forget about the restforget about the rest. .

What is true is that What is true is that the morethe more management’s work can be done in management’s work can be done in the triangular area of the 25/75 the triangular area of the 25/75 golden guideline, golden guideline, the more the more effectiveeffective it will be. it will be.

ANALYSIS and AUDITANALYSIS and AUDIT A communications audit is “A broad scale, loosely A communications audit is “A broad scale, loosely

structured research exercise, which examines the structured research exercise, which examines the effectiveness of communications within organizations effectiveness of communications within organizations and between organizations and groups outside.”and between organizations and groups outside.”

A survey approach determines how well A survey approach determines how well communication being implemented with its members:communication being implemented with its members:Do members understand the objectives?Do members understand the objectives?Do they understand their role to achieve the objectives?Do they understand their role to achieve the objectives?How could communication be improved?How could communication be improved?

A new manager may prompt the need of an audit to A new manager may prompt the need of an audit to learn how well the organization is communicating with learn how well the organization is communicating with its members and to evaluate problems, such as high its members and to evaluate problems, such as high turnover of staff or high rates of absenteeism.turnover of staff or high rates of absenteeism.

ANALYSIS and AUDITANALYSIS and AUDITUnderstanding an audit is not without Understanding an audit is not without

risk. Questions on how improvement in risk. Questions on how improvement in communication can be made will communication can be made will cause expectation for improvement. cause expectation for improvement. Failure to act on findings that need Failure to act on findings that need changes will damage credibility of changes will damage credibility of management.management.

An audit may also be necessary when An audit may also be necessary when existing communication programs – existing communication programs – newsletters, etc. – need to be checked.newsletters, etc. – need to be checked.

ANALYSIS and AUDITANALYSIS and AUDIT It is essential. It is essential. It is a professional opinion, based on It is a professional opinion, based on

judgment applied to information (or judgment applied to information (or evidential matterevidential matter as the accountants call as the accountants call it).it).

The judgment is not only on The judgment is not only on howhow this this evidential matter is to be interpreted, evidential matter is to be interpreted, but but whatwhat information should be amazed. information should be amazed.

More useful when a new managing More useful when a new managing director runs the company, during an director runs the company, during an acquisition or merger.acquisition or merger.

ANALYSIS and AUDIT:ANALYSIS and AUDIT:3 stages process3 stages process

1.1. Information gathering: Information gathering: identifying and identifying and collecting data and information on attitudes collecting data and information on attitudes and trends, by means of internal and external and trends, by means of internal and external interviews against a common topic menu.interviews against a common topic menu.

2.2. Strategic analysis: Strategic analysis: weighing all options and weighing all options and choosing the most appropriate alternative choosing the most appropriate alternative strategies to be articulated in a “preferred strategies to be articulated in a “preferred strategy matrix”.strategy matrix”.

3.3. Communications program:Communications program: putting the putting the chosen option(s) into effect after spelling out a chosen option(s) into effect after spelling out a communication strategy, program, action plan communication strategy, program, action plan and timetable. and timetable.

1.1. See PR Toolkit!!See PR Toolkit!!

ANALYSIS and AUDIT ANALYSIS and AUDIT

This structured approach makes effective This structured approach makes effective use of a classic management technique use of a classic management technique known as SWOT analysis (Strengths, known as SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).Weaknesses, Opportunities, Threats).

Other variant: ADOPTS.Other variant: ADOPTS.

ADOPTS: taken to imply the idea of choice, ADOPTS: taken to imply the idea of choice, of picking up or taking over something that of picking up or taking over something that already exists, and making it one’s own.already exists, and making it one’s own.

AUDIT: AUDIT: ADOPTSADOPTS

1.1. AdvantagesAdvantages2.2. DisadvantagesDisadvantages3.3. OpportunitiesOpportunities4.4. ProblemsProblems5.5. Time FactorTime Factor6.6. StakeholdersStakeholders 1,21,2 : inward looking.: inward looking. 3,43,4 : outward looking.: outward looking. 55 : applies no matter which way you are looking.: applies no matter which way you are looking. 66 : is the reason for the other five.: is the reason for the other five.

STAKEHOLDERSSTAKEHOLDERS Whatever other purposes an organization may have, Whatever other purposes an organization may have,

it must also have the purpose of serving the interest it must also have the purpose of serving the interest of all its stakeholders – that is, all the people of all its stakeholders – that is, all the people affecting the organization and affected by it. affecting the organization and affected by it. Stakeholders are not necessarily all of equal Stakeholders are not necessarily all of equal importance. Before an ADOPTS analysis, it is first of importance. Before an ADOPTS analysis, it is first of all necessary to identify and rank the stakeholders.all necessary to identify and rank the stakeholders.

Who and where they are will depend on who and Who and where they are will depend on who and where you are. There can be no standard list, where you are. There can be no standard list, although some stakeholders – e.g. customers – are although some stakeholders – e.g. customers – are bound to occur on pretty well every list. Only you can bound to occur on pretty well every list. Only you can decide who your stakeholders are, but mote that your decide who your stakeholders are, but mote that your organization cannot choose its own competitors.organization cannot choose its own competitors.

ADOPTS analysis is not about program targeting or ADOPTS analysis is not about program targeting or getting coverage. It is about meeting the needs of getting coverage. It is about meeting the needs of stakeholders.stakeholders.

STAKEHOLDERSSTAKEHOLDERS AcademicsAcademics AgentsAgents AnalystsAnalysts ConsumersConsumers DistributorsDistributors Finance providerFinance provider Government (central)Government (central) Government (local)Government (local)

INVESTORINVESTOR LOOBYISTSLOOBYISTS MANAGEMENTMANAGEMENT NEIGHBORING NEIGHBORING

COMMUNITYCOMMUNITY CUSTOMERSCUSTOMERS POLICY COMMUNITYPOLICY COMMUNITY PRESSURE GROUPSPRESSURE GROUPS SHARE HOLDERSSHARE HOLDERS SHOPFLOOR WORKERSSHOPFLOOR WORKERS SUPPLIERSSUPPLIERS