Chapter 6 discusses various methods of research and evaluation of an event or campaign. Johnston & Zawawi provide examples of research methods and highlight the importance of what kind of research to conduct and when to conduct it.
This chapter made a lot of sense to me. I will be voluntarily participating in event research and evaluation of two Newcastle events - Maritime Festival and the Mattara Festival. Research methods include initial face to face contact where we are to request email addresses. At the end of the research process, we are hoping to have collected around 100 email addresses. Email addressees will receive a questionnaire which they can fill out and return via email. This form of research method was deemed to be the most appropriate because it remains anonymous and emails are quite convenient for the majority of people. Another reason the electronic method was selected is because people do not have to carry around a questionnaire with them all day and it does not interrup their day too much by simply asking for their email address, as opposed to completing a whole survey.
Johnston & Zawawi quote Seitel (2001: 106) as saying 'management requires more [such as] facts and statistics from public relations professionals to show that their efforts contribute not only to overall organisational effectiveness but also to the bottom line'. I think this quote is important for a couple of reasons.
Firstly, if you were to run an event or campaign, wouldn't you want to know how effective it was? And not just by asking a few participants on the night/day of their opinion, but thoroughly researching into the strengths and weaknesses of the campaign/event, how it could have been improved, were the facilities adequate etc. From researching these areas, PR practitioners can evaluate their tactics, planning and organisational methods to determine their success or otherwise.
Additionally, I think research is important not only for the current event, but also for future events, and as Seitel mentions, 'the bottom line'. By using various research methods, such as qualitative (interviews, focus groups, communication audits etc) and quantitative (audience analysis, readability studies, response mechanisms etc), PR practitioners can gain a better understanding of areas which perhaps were not as effective in previous campaigns. This understanding might help to re-evaluate tactics for the next campaign, or to implement better strategies and tactics.
Johnston & Zawawi also mention ethical considerations in research (Johnston & Zawawi, 2004, p. 161). Perhaps a bit naive of me, (or maybe i'm too ethical!), but I would never imagine misreporting statistics or research findings to make my event/campaign appear more successful! Maybe one reason research findings have been altered or misreported was because historically those people conducting the research was in fact the PR practitioner, not a trained researcher (Lindenmann, 1990, p. 4).
I think it's important for PR practitioners, and anybody for that matter, to remember that one unsuccessful campaign and poor research results can be a positive. It will help the practitioner understand what areas to improve on. It also makes for a great research tool for future practitioners - they can look back on past events and results and realise things which didn't work and what could work better.
This week's chapter made me think more about PR Theory and Practice by highlighting the importance of research and evaluation. Both are vital tools for practitioners to gain an overall understanding of how effective their campaign was, which also reiterates the importance of tactics, excellent organisational skills, and effective planning methods. Dr Lindenmann conducted research and he found that "three out of every four of the 253 respondents agreed strongly or somewhat that research today is widely accepted by most public relations professionals as a necessary and integral part of the planning, program development and evaluation process. Only 24.1 percent disagreed" (Lindenmann, 1990, p.5). While this research was conducted 17 years ago, it demonstrates that 17 years ago research was considered of high importance in the PR industry - one could only assume research would be considered even more important in the current day.
I think the key points to remember from this week's reading are that there are various methods, qualitative and quantitative, of research and different campaigns require a different method of evaluation. Research and evaluation are not only important tools practitioners need to implement, it must also be remembered they need to be considered from an ethical perspective and research results must be kept accurate and distributed freely and widely (Johnston & Zawawi, 2004, p. 161).
I have posted a comment on http://www.cmns1290erynsullivan.blogspot.com
I have posted a comment on http://taeganreidcmns1290.blogspot.com
References
Johnston, J. & Zawawi, C. (2004) Research & Evaluation, in Public Relations Theory and Practice, 2nd edn, pp. 137-168, Allen&Unwin, Sydney, Australia.
Lindenmann, W. (1990) Research, Evaluation and Measurement: A National Perspective, in Public Relations Review, 16(2), pp. 3-16. Retrieved on 17 September, 2007, from http://www.sciencedirect.com/science/article/B6W5W-4MV8F6X-1/2/0cb16d0aeb13d282358df5d35baa4dc6
Wednesday, September 19, 2007
Sunday, September 16, 2007
Chapter 8 - Tactics
This week's reading made me think more about PR Theory and Practice in that considering which tactic to use dependant upon the campaign.
There are various tactics which can be utilised by a PR practitioner, including celebrity speakers, whether or not to seek sponsorship of an event, photography and advertising - just to name a few.
However it is important to understand that not every tactic will result in successful implementation of a PR campaign. Each campaign is different and requires strategic thinking and planning in order for the chosen tactic to work. For example there would be no point advertising a campaign on radio which conceptualises art and visual stimulation. Such a campaign would obviously benefit more by brochure/poster advertising as well as television advertising.
This all relates back to the point on strategy - PR practitioners need to think strategically about which tactic would best suit their campaign's goals and objectives. This leads to a more professionally organised campaign or event. McLeod & Hawley believe "A person who sees himself as a professional is more apt to act like a professional." (Newland Hill & White, 2000, p. 34). Once again we can see a common thread of the need to be organised, well planned and have clear objectives in place before effecting a successful campaign.
PR practitioners see the use of the web (internet) as an important communication tool. In their study of the world wide web, Newland Hill & White quote White and Raman as saying "the Web is the first controlled public relations mass medium in that content reaches a mass audience, but is not filtered through gatekeepers." Newland Hill & White go on to say that more traditional forms of sending controlled messages were through newsletters and annual reports (Newland Hill & White, 2000, pp.31-51).
The target audience also needs to be considered prior to launching a campaign. There is no point in advertising "Australian Pensioners Insurance" policies at a Big Day Out concert for example. Similarly, there would be no point advertising the Big Day Out at the local nursing home (unless they have lots of young visitors!). If the target audience is not reached by using the correct tactic, it would be reasonable to assume the campaign or event is not likely to be successful.
I think the key points to remember from this weeks reading are to evaluate your campaign/event and strategically consider which tactic best suits the campaign or event. The need to think strategically, be well planned and organised is again reiterated in this week's readings. They are all key issues for PR practitioners if they intend on their campaign or event being a success.
I posted a comment on www.cmns1290erynsullivan.blogspot.com
I posted a comment on www.cmns1290nathanswan.blogspot.com
I posted a comment on www.cmns1290davidelliott.blogspot.com
References
Johnston, J. & Zawawi, C. (2004) Tactics, in Public Relations Theory and Practice, 2nd edn, pp. 197-231, Allen&Unwin, Sydney, Australia.
Newland Hill, L. & White, C. (2000) Public Relations Practitioners' Perception of the World Wide Web as a Communications Tool, Public Relations Review, 26(1), pp. 31-51
White, C. & Raman, N. (1999) The World Wide Web as a Public Relations Medium: The Use of Research, Planning and Evaluation in Web Site Development, Public Relations Review, 25, pp. 405-419
There are various tactics which can be utilised by a PR practitioner, including celebrity speakers, whether or not to seek sponsorship of an event, photography and advertising - just to name a few.
However it is important to understand that not every tactic will result in successful implementation of a PR campaign. Each campaign is different and requires strategic thinking and planning in order for the chosen tactic to work. For example there would be no point advertising a campaign on radio which conceptualises art and visual stimulation. Such a campaign would obviously benefit more by brochure/poster advertising as well as television advertising.
This all relates back to the point on strategy - PR practitioners need to think strategically about which tactic would best suit their campaign's goals and objectives. This leads to a more professionally organised campaign or event. McLeod & Hawley believe "A person who sees himself as a professional is more apt to act like a professional." (Newland Hill & White, 2000, p. 34). Once again we can see a common thread of the need to be organised, well planned and have clear objectives in place before effecting a successful campaign.
PR practitioners see the use of the web (internet) as an important communication tool. In their study of the world wide web, Newland Hill & White quote White and Raman as saying "the Web is the first controlled public relations mass medium in that content reaches a mass audience, but is not filtered through gatekeepers." Newland Hill & White go on to say that more traditional forms of sending controlled messages were through newsletters and annual reports (Newland Hill & White, 2000, pp.31-51).
The target audience also needs to be considered prior to launching a campaign. There is no point in advertising "Australian Pensioners Insurance" policies at a Big Day Out concert for example. Similarly, there would be no point advertising the Big Day Out at the local nursing home (unless they have lots of young visitors!). If the target audience is not reached by using the correct tactic, it would be reasonable to assume the campaign or event is not likely to be successful.
I think the key points to remember from this weeks reading are to evaluate your campaign/event and strategically consider which tactic best suits the campaign or event. The need to think strategically, be well planned and organised is again reiterated in this week's readings. They are all key issues for PR practitioners if they intend on their campaign or event being a success.
I posted a comment on www.cmns1290erynsullivan.blogspot.com
I posted a comment on www.cmns1290nathanswan.blogspot.com
I posted a comment on www.cmns1290davidelliott.blogspot.com
References
Johnston, J. & Zawawi, C. (2004) Tactics, in Public Relations Theory and Practice, 2nd edn, pp. 197-231, Allen&Unwin, Sydney, Australia.
Newland Hill, L. & White, C. (2000) Public Relations Practitioners' Perception of the World Wide Web as a Communications Tool, Public Relations Review, 26(1), pp. 31-51
White, C. & Raman, N. (1999) The World Wide Web as a Public Relations Medium: The Use of Research, Planning and Evaluation in Web Site Development, Public Relations Review, 25, pp. 405-419
Friday, September 14, 2007
Strategy, Planning and Scheduling
This week's reading made me think about PR Theory and Practice and the importance of strategic communication and two-way communication.
In previous blogs, I have mentioned my personal opinion is that a company's success rests on happy and appreciated/appreciative staff.
Johnston & Zawawi's chapter on Strategy, Planning and Scheduling highlights the importance of organisation and communication - a common thread throughout most of the PR literature we have been exposed to this semester. Budget planning, scheduling, using lists to catalogue PR processes, checklists etc, all accentuate the need for PR practitioners to be organised and have a clear vision of aims and objectives.
However one point made in the chapter which I tended to disagree with was that senior public relations practitioners who considered themselves to be technicians or communicators, instead of a management role, were at risk of reducing their effectiveness (Johnston & Zawawi, 2004, p.172).
Why is the role of 'technician' illustrated as such a subordinate to other roles? OK, it's not a management role or a senior problem-solving role, however I do not think that eliminates a technician as being capable of effectiveness with regards to implementing strategic planning.
The technician has the ability to understand junior employees' concerns, ideas on how to improve procedures etc etc, whereas senior management may not be aware of this information and may also not appear approachable by junior staff. By learning and understanding how business works at a technical level, technicians can develop into a strategic and business focused consultant (Dewhurst and Fitzpatrick, 2007, p.16)
Johnston & Zawawi also mention that tactics such as brochures or newsletters should be used for successful strategic implementation. Therefore "planning is an extremely important part of managing strategic public relations." (Johnston et al, 2004, p.171). If we look back to the first chapter of our text book, "What is Public Relations", we can see that preparation of news releases and newsletters are provided by technicians.
So while a technicians role is not directly associated with strategy and decision making, I do not believe a technician should be overlooked for a strategic planning position, even if in a support role. That way, they will have knowledge of not only how the junior employees work but also what is expected from senior management.
For me, this all points back to the importance of two-way communication; not just talking to people, but listening to their ideas/opinions as well.
I think the key points to remember from this week's reading are understanding why strategic planning is so important, along with the necessity for open, two-way communication if the strategic planning is to be successful.
And I believe this all starts with a company's organised internal communication.
I have posted a comment on www.cmns1290michaelavirgara.blogspot.com
References
Dewhurst, S. & Fitzpatrick, L. (2007). Building a learning framework for internal communicators. Strategic Communication Management, 11(2), 16-19. Retrieved September 14, 2007, from ABI/INFORM Global database.
Johnston, J. & Zawawi, C. (2004) Strategy, Planning and Scheduling, in Public Relations Theory and Practice, 2nd edn, pp. 169-196, Allen&Unwin, Sydney, Australia.
Murray, B. (2007). THE PRACTICE OF LEADERSHIP. Strategic Communication Management, 11(5), 3. Retrieved September 14, 2007, from ABI/INFORM Global database.
In previous blogs, I have mentioned my personal opinion is that a company's success rests on happy and appreciated/appreciative staff.
Johnston & Zawawi's chapter on Strategy, Planning and Scheduling highlights the importance of organisation and communication - a common thread throughout most of the PR literature we have been exposed to this semester. Budget planning, scheduling, using lists to catalogue PR processes, checklists etc, all accentuate the need for PR practitioners to be organised and have a clear vision of aims and objectives.
However one point made in the chapter which I tended to disagree with was that senior public relations practitioners who considered themselves to be technicians or communicators, instead of a management role, were at risk of reducing their effectiveness (Johnston & Zawawi, 2004, p.172).
Why is the role of 'technician' illustrated as such a subordinate to other roles? OK, it's not a management role or a senior problem-solving role, however I do not think that eliminates a technician as being capable of effectiveness with regards to implementing strategic planning.
The technician has the ability to understand junior employees' concerns, ideas on how to improve procedures etc etc, whereas senior management may not be aware of this information and may also not appear approachable by junior staff. By learning and understanding how business works at a technical level, technicians can develop into a strategic and business focused consultant (Dewhurst and Fitzpatrick, 2007, p.16)
Johnston & Zawawi also mention that tactics such as brochures or newsletters should be used for successful strategic implementation. Therefore "planning is an extremely important part of managing strategic public relations." (Johnston et al, 2004, p.171). If we look back to the first chapter of our text book, "What is Public Relations", we can see that preparation of news releases and newsletters are provided by technicians.
So while a technicians role is not directly associated with strategy and decision making, I do not believe a technician should be overlooked for a strategic planning position, even if in a support role. That way, they will have knowledge of not only how the junior employees work but also what is expected from senior management.
For me, this all points back to the importance of two-way communication; not just talking to people, but listening to their ideas/opinions as well.
I think the key points to remember from this week's reading are understanding why strategic planning is so important, along with the necessity for open, two-way communication if the strategic planning is to be successful.
And I believe this all starts with a company's organised internal communication.
I have posted a comment on www.cmns1290michaelavirgara.blogspot.com
References
Dewhurst, S. & Fitzpatrick, L. (2007). Building a learning framework for internal communicators. Strategic Communication Management, 11(2), 16-19. Retrieved September 14, 2007, from ABI/INFORM Global database.
Johnston, J. & Zawawi, C. (2004) Strategy, Planning and Scheduling, in Public Relations Theory and Practice, 2nd edn, pp. 169-196, Allen&Unwin, Sydney, Australia.
Murray, B. (2007). THE PRACTICE OF LEADERSHIP. Strategic Communication Management, 11(5), 3. Retrieved September 14, 2007, from ABI/INFORM Global database.
Wednesday, September 5, 2007
Chapter 13 - Sponsorship and Event Management
This chapter of our text discusses specific tactics of sponsorship and events by organisations to achieve their goals.
From the perspective of events and what makes an event successful, again I find the underlying theme to be planning. Whether it be planning staff, planning venues, planning meals, crisis management planning etc etc, I found that organisation and planning were two key elements for an event to run successfully.
Sponsoring an event is a great way for an organisation to promote/market themselves. The examples used in our text of corporate sponsorship include the Ford Australian Open Tennis Tournament, the Hahn Premium Race Week and McDonald's Junior Tennis. However something I have always questioned is exactly how effective is this kind of marketing/sponsorship for the sponsors? Do Ford experience a higher level of sales during the tennis tournament, just because they have signage/media attention while the tournament is being played? Johnston & Zawawi do not provide any statistical proof that sponsoring a high-profile event does in fact "reap the benefits of this positive connection". Similarly, Blue Tongue beer sponsor the Knights - do they sell more beer as a result? Perhaps at a game because that's the only available beer. But I was interested in trying to find figures to support the notion companies reap benefits of linking their name to a high profile event or activity. Is this really the case? As yet, I am still searching for relevant material, however I did find an article from the Journal of Advertising Research written by Bill Harvey called "Measuring the Effects of Sponsorship" (link is attached at the bottom of this blog). I will not detail the whole case study in this blog, I will be here forever! :) While the article didn't really tell me what I was looking for, one table illustrated in Harvey's findings shows that unsponsored brands were in fact more effective than sponsored ones. (This related to "Nutrition Perception").
I will seek to find more evidence to support my own theory!!
Johnston & Zawawi also provide case studies of various events. One event which was studied was the SOCOG sponsor dinner. It was planned as an outdoor event, however Sydney was hit with torrential rain and consequently the function was moved to a nearby unused shed on a Sydney Wharf. This is a great alternative, however I thought Johnston & Zawawi could also have mentioned yet another alternative. What if the shed wasn't available? What if the function was not even close to an indoor facility? Perhaps they could have given a second alternative in this instance.
This week's readings made me think more about PR theory and practice by illustrating the necessity for forward thinking and planning, especially if something unexpected happens at an event, for example rain on an outdoor function!
Sponsorship provides great exposure for organisations, but I just question exactly how much profit/public recall it actually generates.
I think the key point to remember from this week's reading is to be prepared for anything, plan and organise well - including staff, budgets, venues, even press conferences, and be aware of potential "ambush marketers" - those who use your event for their own marketing benefit, without any direct relationship to your event.
I really enjoyed reading this chapter because I event management is the career path I eventually want to wander down!
I have posted a comment on http://www.cmns1290emmamurphy.blogspot.com/
http://www.cmns1290emmamurphy.blogspot.com/
References
Harvey, B. (2001). Measuring the Effects of Sponsorships. Journal of Advertising Research, 41(1), 59-65. Retrieved 6 September 2007, from Expanded Academic. United States:Cambridge University Press.
Johnston, J. & Zawawi, C. (2004). Sponsorship & Event Management, in Public Relations Theory and Practice (2nd ed.), pp. 345-374, Allen&Unwin, Sydney, Australia.
From the perspective of events and what makes an event successful, again I find the underlying theme to be planning. Whether it be planning staff, planning venues, planning meals, crisis management planning etc etc, I found that organisation and planning were two key elements for an event to run successfully.
Sponsoring an event is a great way for an organisation to promote/market themselves. The examples used in our text of corporate sponsorship include the Ford Australian Open Tennis Tournament, the Hahn Premium Race Week and McDonald's Junior Tennis. However something I have always questioned is exactly how effective is this kind of marketing/sponsorship for the sponsors? Do Ford experience a higher level of sales during the tennis tournament, just because they have signage/media attention while the tournament is being played? Johnston & Zawawi do not provide any statistical proof that sponsoring a high-profile event does in fact "reap the benefits of this positive connection". Similarly, Blue Tongue beer sponsor the Knights - do they sell more beer as a result? Perhaps at a game because that's the only available beer. But I was interested in trying to find figures to support the notion companies reap benefits of linking their name to a high profile event or activity. Is this really the case? As yet, I am still searching for relevant material, however I did find an article from the Journal of Advertising Research written by Bill Harvey called "Measuring the Effects of Sponsorship" (link is attached at the bottom of this blog). I will not detail the whole case study in this blog, I will be here forever! :) While the article didn't really tell me what I was looking for, one table illustrated in Harvey's findings shows that unsponsored brands were in fact more effective than sponsored ones. (This related to "Nutrition Perception").
I will seek to find more evidence to support my own theory!!
Johnston & Zawawi also provide case studies of various events. One event which was studied was the SOCOG sponsor dinner. It was planned as an outdoor event, however Sydney was hit with torrential rain and consequently the function was moved to a nearby unused shed on a Sydney Wharf. This is a great alternative, however I thought Johnston & Zawawi could also have mentioned yet another alternative. What if the shed wasn't available? What if the function was not even close to an indoor facility? Perhaps they could have given a second alternative in this instance.
This week's readings made me think more about PR theory and practice by illustrating the necessity for forward thinking and planning, especially if something unexpected happens at an event, for example rain on an outdoor function!
Sponsorship provides great exposure for organisations, but I just question exactly how much profit/public recall it actually generates.
I think the key point to remember from this week's reading is to be prepared for anything, plan and organise well - including staff, budgets, venues, even press conferences, and be aware of potential "ambush marketers" - those who use your event for their own marketing benefit, without any direct relationship to your event.
I really enjoyed reading this chapter because I event management is the career path I eventually want to wander down!
I have posted a comment on http://www.cmns1290emmamurphy.blogspot.com/
http://www.cmns1290emmamurphy.blogspot.com/
References
Harvey, B. (2001). Measuring the Effects of Sponsorships. Journal of Advertising Research, 41(1), 59-65. Retrieved 6 September 2007, from Expanded Academic. United States:Cambridge University Press.
Johnston, J. & Zawawi, C. (2004). Sponsorship & Event Management, in Public Relations Theory and Practice (2nd ed.), pp. 345-374, Allen&Unwin, Sydney, Australia.
Sunday, September 2, 2007
Importance of writing skills
This week's reading made me think more about PR theory and practice in that the article highlighted the importance of high quality writing skills.
This semester, we have already learnt how important press/media releases are when covering an event or story. Therefore it would make sense that in order to provide a journalist with a worthwhile story, the quality of writing needs to meet a high expectation level.
I believe writing can become confusing at times when practitioners are writing for different types of media. For example, Wise mentions writing for the web is a different style of writing to, say, newspaper writing. If you become used to writing in a particular way for a particular form of media, I understand how the transition of writing could be slightly confusing and take a bit of adjustment. However this would also come with experience. Entry-level practitioners not only have to write high quality, accurate material, they are adjusting to whole industry. This, understandably, would take some time. Whereas a practitioner with 10 years experience could make the transition between web writing and newspaper/magazine writing without a problem.
I think the key point to remember from this weeks reading is understanding just how important quality writing skills are. Although technology these days is such that we have spell check and grammar checks available within programs to check for errors, I think students need to be able to write as if those technological advances were not available. As practitioners, we may not always be sitting behind a computer with a little bit of time to type something and have it checked. We may instead be out at a conference and having to take notes/write within a short time frame. I think writing skills are becoming underrated, and like Wise says in his article "And for the vast majority of graduates, the possession of quality writing skills is key to the beginning of their public relations journey" (p. 41).
I have commented on http://www.cmns1290nathanswan.blogspot.com
References
Wise, K., Public Relations Quarterly; Summer 2005; 50, 2; ABI/INFORM Global. pg. 37
This semester, we have already learnt how important press/media releases are when covering an event or story. Therefore it would make sense that in order to provide a journalist with a worthwhile story, the quality of writing needs to meet a high expectation level.
I believe writing can become confusing at times when practitioners are writing for different types of media. For example, Wise mentions writing for the web is a different style of writing to, say, newspaper writing. If you become used to writing in a particular way for a particular form of media, I understand how the transition of writing could be slightly confusing and take a bit of adjustment. However this would also come with experience. Entry-level practitioners not only have to write high quality, accurate material, they are adjusting to whole industry. This, understandably, would take some time. Whereas a practitioner with 10 years experience could make the transition between web writing and newspaper/magazine writing without a problem.
I think the key point to remember from this weeks reading is understanding just how important quality writing skills are. Although technology these days is such that we have spell check and grammar checks available within programs to check for errors, I think students need to be able to write as if those technological advances were not available. As practitioners, we may not always be sitting behind a computer with a little bit of time to type something and have it checked. We may instead be out at a conference and having to take notes/write within a short time frame. I think writing skills are becoming underrated, and like Wise says in his article "And for the vast majority of graduates, the possession of quality writing skills is key to the beginning of their public relations journey" (p. 41).
I have commented on http://www.cmns1290nathanswan.blogspot.com
References
Wise, K., Public Relations Quarterly; Summer 2005; 50, 2; ABI/INFORM Global. pg. 37
To contact....or not?
I can't help but defend PR practitioners against journalists. PR practitioners are labelled as spin doctors time and time again, but after reading this article, is there any wonder?
For example, Sallot and Johnson mention framing theory and the point that if practitioners "effectively frame story for targeted journalists; the closer the correspondence between the practitioner’s subsidy and the journalist’s story expectations, the greater the probability of placement." (p.83). Therefore for a practitioner's story/media release etc to be published, it needs to meet with the journalists expectations. Further on in the article, Sallot and Johnson go on to quote a journalist as saying “To be completely honest, [practitioners] put spin on everything they do" (p. 84). Ironically, I think it is in fact the journalist who manufactures what they call "spin". PR practitioners have to write according to what the journalist wants. If it's not what they want, they won't publish it and it is the practitioner who ultimately suffers. In my opinion, I do not think it's fair to refer to practitioners as "spin" doctors, especially not by journalists.
Another interesting point from the article was the varying opinions about the mode of using media kits. In their chapter on Media Relations, Johnston & Zawawi mention the media kit makes the journalist's job easier. Survey information gathered by Sallot and Johnson indicate media kits are not of high likability of journalists. Specific figures were not produced, just simply that media kits are a mode by which some journalists like, others dislike. Johnston & Zawawi mention one reason for the difference in opinion could be that some media kits contain too much information and the media find this too complicating.
For example, Sallot and Johnson mention framing theory and the point that if practitioners "effectively frame story for targeted journalists; the closer the correspondence between the practitioner’s subsidy and the journalist’s story expectations, the greater the probability of placement." (p.83). Therefore for a practitioner's story/media release etc to be published, it needs to meet with the journalists expectations. Further on in the article, Sallot and Johnson go on to quote a journalist as saying “To be completely honest, [practitioners] put spin on everything they do" (p. 84). Ironically, I think it is in fact the journalist who manufactures what they call "spin". PR practitioners have to write according to what the journalist wants. If it's not what they want, they won't publish it and it is the practitioner who ultimately suffers. In my opinion, I do not think it's fair to refer to practitioners as "spin" doctors, especially not by journalists.
Another interesting point from the article was the varying opinions about the mode of using media kits. In their chapter on Media Relations, Johnston & Zawawi mention the media kit makes the journalist's job easier. Survey information gathered by Sallot and Johnson indicate media kits are not of high likability of journalists. Specific figures were not produced, just simply that media kits are a mode by which some journalists like, others dislike. Johnston & Zawawi mention one reason for the difference in opinion could be that some media kits contain too much information and the media find this too complicating.
This week's reading made me think more about PR theory and practice in that PR practitioners and journalists need to build a rapport for effective media coverage. Practitioners need to understand the wants and expectations of journalists, but journalists should realise the content of stories produced by the practitioners are ultimately framed to suit the journalists.
I think the key points to remember from the reading are how important the industries of journalism/media and PR are to each other for optimum results. As Johnston & Zawawi state, "despite an often uneasy alliance between the media and the public relations profession, there is a growing interdependence in the two industries." If there is a mutual understanding and respect between both parties, it will prove beneficial to both the practitioner and the journalist/other forms of media.
I have commented on http://www.cmns1290nathanswan.blogspot.com/
References
Johnson, J. & Zawawi, C. (2004). Media Relations. In Public Relations Theory and Practice, 2nd edn, pp. 272-279, Allen & Unwin, Sydney, Australia.
Sallot, M. & Johnson, A. (2006). To contact... or not?: Investigating journalists' assessments of public relations subsidies and contact preferences. Public Relations Review. 32(1) 83-86
Friday, August 24, 2007
Chapter 10 - Media Relations
When reading the chapter on Media Relations, it is easy to identify a parallel between Public Relations and Journalism. The chapter looks at “What makes news” and lists the eight news values, which I learnt by studying journalism. There is also a flowchart type of diagram explaining the “Newsroom hierarchy” – again, and this is only my opinion, but I couldn’t help but think of journalism. At times I was wondering if I was actually reading a journalism text!
I feel this chapter highlights the importance of organisation and planning between PR practitioners and the media. PR practitioners need to be organised and know which media tool to use for a specific situation, they need to be aware of the audience they are targeting and they also need to adhere to tight deadlines. Different media forms have different requirements, for example “most evening news services have their news line-ups in place by 5.00 p.m” (Johnston & Zawawi 2004, p. 265). However news stories for radio can be sent through within 10 minutes of a deadline. Because different media forms have different and varying deadlines and styles, PR practitioners need to “become familiar with all styles and deadlines and work well within them” (Johnston & Zawawi, 2004, p. 265)
Additionally, this week’s reading made me think more about PR theory and practice in respect of the relationship between PR practitioners and journalists/media in general. Personally, I believe it to be important to make friends with the journalists and other media representatives! They are the ones who decide what will/will not get a run. As discussed in chapter 8 on the topic of tactics, “the media can provide an ideal and cost-effective vehicle to rapidly reach a mass audience” (Johnston & Zawawi 2004, p. 203). However, as mentioned above, careful planning and organisation is required because if the message the PR practitioner is trying send out is deemed to be of minimal interest the media will not publicise it, and the reputation of the practitioner might be questioned (Johnston & Zawawi, 2004).
I think the key points to remember from this week’s reading are to be aware of the message you want to send, who you want to send the message to and which form of media is the most appropriate and effective way of transmitting the message. This just reiterates the need for PR practitioners to be organised, well planned, and to also be able to think strategically.
I have posted a comment on http://www.cmns1290erynsullivan.blogspot.com/
References
Johnston, J. & Zawawi, C. (2004) Media Relations, in Public Relations Theory and Practice, 2nd edn, pp. 259-286, Allen&Unwin, Sydney, Australia.
I feel this chapter highlights the importance of organisation and planning between PR practitioners and the media. PR practitioners need to be organised and know which media tool to use for a specific situation, they need to be aware of the audience they are targeting and they also need to adhere to tight deadlines. Different media forms have different requirements, for example “most evening news services have their news line-ups in place by 5.00 p.m” (Johnston & Zawawi 2004, p. 265). However news stories for radio can be sent through within 10 minutes of a deadline. Because different media forms have different and varying deadlines and styles, PR practitioners need to “become familiar with all styles and deadlines and work well within them” (Johnston & Zawawi, 2004, p. 265)
Additionally, this week’s reading made me think more about PR theory and practice in respect of the relationship between PR practitioners and journalists/media in general. Personally, I believe it to be important to make friends with the journalists and other media representatives! They are the ones who decide what will/will not get a run. As discussed in chapter 8 on the topic of tactics, “the media can provide an ideal and cost-effective vehicle to rapidly reach a mass audience” (Johnston & Zawawi 2004, p. 203). However, as mentioned above, careful planning and organisation is required because if the message the PR practitioner is trying send out is deemed to be of minimal interest the media will not publicise it, and the reputation of the practitioner might be questioned (Johnston & Zawawi, 2004).
I think the key points to remember from this week’s reading are to be aware of the message you want to send, who you want to send the message to and which form of media is the most appropriate and effective way of transmitting the message. This just reiterates the need for PR practitioners to be organised, well planned, and to also be able to think strategically.
I have posted a comment on http://www.cmns1290erynsullivan.blogspot.com/
References
Johnston, J. & Zawawi, C. (2004) Media Relations, in Public Relations Theory and Practice, 2nd edn, pp. 259-286, Allen&Unwin, Sydney, Australia.
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