Preface |
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xvii | |
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New to This Fifth Edition |
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xvii | |
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xviii | |
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Note to Public Relations Practitioners |
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xviii | |
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xix | |
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xix | |
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xxi | |
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xxi | |
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xxii | |
About the Author |
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xxiii | |
Cases and Examples |
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xxv | |
Introduction |
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1 | (24) |
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3 | (3) |
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Benefits of Public Relations |
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4 | (2) |
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6 | (2) |
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8 | (4) |
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12 | (2) |
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Public Relations in the Public Interest |
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14 | (2) |
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Strategic Public Relations |
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16 | (5) |
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Phase 1: Formative Research |
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18 | (1) |
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19 | (1) |
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20 | (1) |
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Phase 4: Evaluative Research |
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20 | (1) |
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21 | (4) |
Phase One Formative Research |
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25 | (76) |
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Step 1 Analyzing the Situation |
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27 | (20) |
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Public Relations Situation |
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27 | (5) |
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28 | (1) |
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Obstacles into Opportunities |
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29 | (1) |
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29 | (3) |
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32 | (1) |
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Background of Issues Management |
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32 | (1) |
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33 | (4) |
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37 | (4) |
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Unpredicted, but Not Unpredictable |
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40 | (1) |
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Public Relations and Ethics |
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41 | (2) |
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43 | (1) |
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43 | (1) |
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Planning Example 1: Analyzing the Situation |
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44 | (1) |
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Checklist 1: Public Relations Situation |
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44 | (3) |
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Step 2 Analyzing the Organization |
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47 | (16) |
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48 | (3) |
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51 | (2) |
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52 | (1) |
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53 | (2) |
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55 | (1) |
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Planning Example 2: Analyzing the Organization |
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55 | (2) |
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Checklist 2A: Internal Environment |
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57 | (2) |
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Checklist 2B: Public Perception |
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59 | (1) |
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Checklist 2C: External Environment |
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60 | (3) |
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Step 3 Analyzing the Publics |
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63 | (38) |
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63 | (7) |
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Public, Market, Audience, Stakeholder |
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63 | (1) |
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64 | (2) |
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Characteristics of Publics |
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66 | (1) |
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67 | (2) |
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69 | (1) |
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70 | (2) |
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72 | (1) |
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73 | (3) |
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Planning Example 3A: Identifying Publics |
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76 | (2) |
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78 | (2) |
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80 | (4) |
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80 | (4) |
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84 | (1) |
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84 | (6) |
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90 | (3) |
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91 | (2) |
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93 | (1) |
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94 | (1) |
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94 | (1) |
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Planning Example 3B: Analyzing Key Publics |
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95 | (1) |
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Checklist 3B: Key Publics |
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96 | (5) |
Phase Two Strategy |
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101 | (154) |
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Step 4 Establishing Goals and Objectives |
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103 | (19) |
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103 | (2) |
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105 | (1) |
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105 | (2) |
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107 | (11) |
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109 | (3) |
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112 | (2) |
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114 | (1) |
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115 | (3) |
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118 | (1) |
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Planning Example 4: Establishing Goals and Objectives |
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118 | (2) |
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Checklist 4: Goals and Objectives |
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120 | (2) |
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Step 5 Formulating Action and Response Strategies |
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122 | (75) |
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Proactive Strategy 1: Action |
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123 | (18) |
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Organizational Performance |
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123 | (2) |
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125 | (2) |
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127 | (2) |
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129 | (2) |
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131 | (2) |
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133 | (2) |
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Corporate Social Responsibility |
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135 | (2) |
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137 | (2) |
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139 | (2) |
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Proactive Strategy 2: Communication |
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141 | (14) |
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142 | (3) |
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145 | (3) |
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148 | (2) |
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150 | (1) |
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Transparent Communication |
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151 | (4) |
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Media Theory and Public Relations |
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155 | (5) |
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155 | (3) |
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Theory for Strategic Communication |
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158 | (2) |
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Reactive Public Relations Strategies |
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160 | (1) |
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Reactive Strategy 1: Pre-emptive Action |
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161 | (3) |
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162 | (2) |
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Reactive Strategy 2: Offensive Response |
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164 | (4) |
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164 | (1) |
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165 | (1) |
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165 | (1) |
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166 | (1) |
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166 | (2) |
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Reactive Strategy 3: Defensive Response |
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168 | (3) |
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168 | (1) |
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168 | (1) |
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169 | (2) |
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171 | (1) |
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Reactive Strategy 4: Diversionary Response |
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171 | (4) |
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171 | (1) |
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172 | (1) |
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172 | (2) |
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174 | (1) |
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Reactive Strategy 5: Vocal Commiseration |
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175 | (9) |
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175 | (1) |
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176 | (1) |
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176 | (1) |
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177 | (7) |
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Reactive Strategy 6: Rectifying Behavior |
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184 | (4) |
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185 | (1) |
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185 | (1) |
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186 | (1) |
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186 | (2) |
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Reactive Strategy 7: Deliberate Inaction |
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188 | (4) |
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188 | (1) |
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189 | (1) |
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190 | (2) |
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192 | (1) |
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193 | (1) |
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Planning Example 5: Formulating Action and Response Strategies |
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194 | (1) |
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Checklist 5: Action and Response Strategies |
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195 | (2) |
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Step 6 Developing the Message Strategy |
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197 | (58) |
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197 | (4) |
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Information: Flow of Communication |
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198 | (1) |
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Persuasion: Attempt to Influence |
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198 | (1) |
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Dialogue: Quest for Understanding |
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199 | (2) |
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Rhetorical Tradition of Persuasive Communication |
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201 | (2) |
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203 | (5) |
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Credibility: Power to Inspire |
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204 | (2) |
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Charisma: Power of Personal Charm |
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206 | (1) |
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Control: Power of Command |
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207 | (1) |
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Organizational Spokespeople |
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208 | (5) |
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208 | (1) |
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209 | (3) |
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212 | (1) |
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Planning Example 6A: Selecting Message Sources |
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213 | (1) |
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Checklist 6A: Message Sources |
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214 | (1) |
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215 | (5) |
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216 | (1) |
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Visual Supporting Evidence |
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217 | (1) |
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217 | (2) |
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219 | (1) |
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Pathos: Appeal to Sentiment |
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220 | (7) |
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Positive Emotional Appeal |
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220 | (3) |
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Negative Emotional Appeal |
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223 | (4) |
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Planning Example 6B: Determining Message Appeal |
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227 | (1) |
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Checklist 6B: Message Appeal |
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228 | (2) |
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230 | (9) |
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230 | (2) |
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232 | (7) |
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239 | (3) |
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240 | (1) |
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241 | (1) |
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241 | (1) |
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241 | (1) |
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241 | (1) |
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242 | (1) |
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Visual and Aural Communication |
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242 | (4) |
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242 | (1) |
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243 | (1) |
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244 | (1) |
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244 | (1) |
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244 | (1) |
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244 | (1) |
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245 | (1) |
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245 | (1) |
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246 | (1) |
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Planning Example 6C: Verbal and Nonverbal Communication |
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246 | (1) |
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Checklist 6C: Verbal and Nonverbal Communication |
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247 | (1) |
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Branding the Strategic Message |
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248 | (5) |
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249 | (2) |
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251 | (2) |
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253 | (2) |
Phase Three Tactics |
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255 | (108) |
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Step 7 Selecting Communication Tactics |
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257 | (80) |
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Conventional Communication Tactics |
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257 | (2) |
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Strategic Communication Tactics |
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259 | (1) |
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Interpersonal Communication Tactics |
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260 | (12) |
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Strategy for Interpersonal Communication |
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261 | (2) |
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263 | (1) |
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264 | (2) |
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266 | (5) |
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271 | (1) |
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Planning Example 7A: Selecting Interpersonal Communication Tactics |
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272 | (1) |
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Checklist 7A: Interpersonal Communication Tactics |
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273 | (1) |
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Owned Media: Organizational and Social Media Tactics |
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274 | (19) |
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274 | (1) |
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275 | (5) |
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280 | (1) |
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281 | (2) |
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283 | (2) |
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285 | (8) |
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Planning Example 7B: Selecting Organizational and Social Media Tactics |
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293 | (1) |
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Checklist 7B: Organizational and Social Media Tactics |
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294 | (1) |
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Earned Media: News Media Tactics |
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295 | (11) |
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Strategy for Earned Media |
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296 | (1) |
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Media Use and Credibility |
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297 | (1) |
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298 | (1) |
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299 | (1) |
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300 | (2) |
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302 | (3) |
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305 | (1) |
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Public Relations and Earned Media |
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306 | (13) |
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306 | (3) |
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309 | (4) |
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313 | (2) |
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315 | (1) |
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Interactive Media Engagement |
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316 | (3) |
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Planning Example 7C: Selecting News Media Tactics |
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319 | (1) |
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Checklist 7C: News Media Tactics |
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320 | (2) |
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Paid Media: Advertising and Promotional Tactics |
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322 | (12) |
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322 | (1) |
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322 | (3) |
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Electronic Media Advertising |
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325 | (6) |
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331 | (2) |
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333 | (1) |
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334 | (1) |
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Example 7D: Selecting Advertising and Promotional Tactics |
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334 | (1) |
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Checklist 7D: Advertising and Promotional Tactics |
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335 | (2) |
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Step 8 Implementing the Strategic Plan |
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337 | (26) |
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Packaging Communication Tactics |
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337 | (4) |
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338 | (1) |
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Putting the Program Together |
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339 | (2) |
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Planning Example 8A: Packaging Communication Tactics |
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341 | (1) |
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Checklist 8A: Packaging Communication Tactics |
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342 | (1) |
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343 | (2) |
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345 | (4) |
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345 | (2) |
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347 | (2) |
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349 | (10) |
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349 | (2) |
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351 | (4) |
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355 | (1) |
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355 | (1) |
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356 | (3) |
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359 | (1) |
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359 | (1) |
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Planning Example 8B: Implementing the Strategic Plan |
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360 | (1) |
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Checklist 8B: Implementing the Strategic Plan |
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361 | (2) |
Phase Four Evaluative Research |
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363 | (32) |
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Step 9 Evaluating the Strategic Plan |
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365 | (30) |
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365 | (3) |
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366 | (1) |
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366 | (2) |
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368 | (5) |
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Approaches to Research Design |
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371 | (1) |
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Factors in Evaluation Design |
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372 | (1) |
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373 | (13) |
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373 | (2) |
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375 | (4) |
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Evaluating Awareness Objectives |
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379 | (3) |
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Evaluating Acceptance Objectives |
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382 | (1) |
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Evaluating Action Objectives |
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383 | (3) |
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386 | (1) |
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Ultimate Evaluation: Value-Added Public Relations |
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387 | (3) |
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388 | (1) |
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389 | (1) |
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390 | (1) |
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Planning Example 9: Evaluating the Strategic Plan |
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391 | (1) |
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Checklist 9: Evaluation Plan |
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392 | (3) |
Appendixes |
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395 | (80) |
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Appendix A Applied Research |
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397 | (18) |
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397 | (1) |
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398 | (1) |
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399 | (3) |
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Ethical Treatment of People |
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399 | (3) |
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402 | (6) |
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Nonprobability Sampling Techniques |
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403 | (2) |
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Probability Sampling Techniques |
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405 | (2) |
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407 | (1) |
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408 | (4) |
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Secondary Information Sources |
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409 | (3) |
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412 | (3) |
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412 | (2) |
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414 | (1) |
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Appendix B Applied Research: Focus Group |
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415 | (7) |
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415 | (2) |
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417 | (5) |
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Appendix C Applied Research: Survey |
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422 | (15) |
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422 | (1) |
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423 | (1) |
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424 | (3) |
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427 | (6) |
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General Tips for Questionnaire |
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427 | (1) |
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428 | (1) |
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429 | (1) |
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430 | (1) |
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430 | (1) |
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431 | (2) |
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433 | (4) |
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433 | (1) |
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434 | (1) |
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434 | (1) |
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434 | (3) |
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Appendix D Applied Research: Content Analysis |
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437 | (10) |
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437 | (2) |
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Using with Other Methodologies |
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438 | (1) |
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Pros and Cons of Content Analysis |
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438 | (1) |
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Conducting a Content Analysis |
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439 | (8) |
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Appendix E Media Engagement |
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447 | (14) |
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Reputation and Media Relations |
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448 | (3) |
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Reputation and Performance |
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448 | (1) |
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Reputation as a Strategic Tool |
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449 | (1) |
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449 | (1) |
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Reputation and News Media |
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449 | (1) |
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Reputation as a Participant Activity |
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450 | (1) |
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Headlines and Bottom Lines |
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450 | (1) |
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451 | (3) |
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Media Relations...from the Media Side |
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451 | (1) |
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Media Relations...from the Organization Side |
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451 | (1) |
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Media Relations...from Both Sides |
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452 | (1) |
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Reputational Bumps and Bruises |
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452 | (1) |
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452 | (2) |
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454 | (7) |
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454 | (1) |
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If You Are Asked for an Interview |
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455 | (1) |
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Dress for Interview Success |
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455 | (1) |
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456 | (1) |
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456 | (1) |
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Preparing for an Interview |
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457 | (1) |
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Be-Attitudes for Interview Success |
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458 | (1) |
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458 | (1) |
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Communicating during an Interview |
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459 | (1) |
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459 | (1) |
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460 | (1) |
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Appendix F Crisis Communication |
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461 | (8) |
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462 | (1) |
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Sudden versus Smoldering Crises |
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463 | (2) |
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465 | (1) |
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466 | (2) |
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468 | (1) |
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Appendix G The PR 200 (What Every Public Relations Practitioner Should Know) |
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469 | (6) |
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469 | (1) |
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469 | (1) |
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Campaign Development and Implementation |
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470 | (1) |
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Theories and Concepts of Public Relations |
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470 | (1) |
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Public Relations Research |
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471 | (1) |
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Proactive Strategy for Public Relations |
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471 | (1) |
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Reactive Strategy for Public Relations |
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472 | (1) |
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Elements of Message Strategy |
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472 | (1) |
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473 | (1) |
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474 | (1) |
Glossary |
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475 | (33) |
Citations and Recommended Readings |
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508 | (12) |
Index |
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520 | |