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Strategic Public Relations
Management
Strategic Public Relations Management features an applied approach to evidence-based,

strategic public relations management. It emphasizes understanding audiences through research
and demonstrates success through quantitative evaluation methods. This volume presents a
scientific approach that helps future and current practitioners understand and communicate the
value of public relations to others, using performance metrics to demonstrate return on
investment.
New to the third edition:
• New examples on the effective use of digital communication and online research tools;
• Updated guidance on researching using digital tools and social media;
• New examples that provide a more accessible pathway to real-world application.
In addition to these new features, the book covers:
• Creating a framework for planning;

• Up-to-date research tools and how to develop a research plan;
• Gathering useful data for strategic guidance;
• Real-world examples that provide readers with realistic cases and situations;
• Applying theory to professional practice.
The book’s accessibility will be welcomed by instructors and students with definitions of terms,
a how-to approach, and a pragmatic consideration of research.
Erica Weintraub Austin is Vice Provost for Academic Affairs and Director of the Murrow
Center for Media and Health Promotion Research at Washington State University.
Bruce E. Pinkleton is Professor and Director of Research and Graduate Studies in the Edward
R. Murrow College of Communication at Washington State University.
Routledge Communication Series
Jennings Bryant/Dolf Zillmann, Series Editors
Selected titles include:
• Preiss et al: Mass Media Effects Research: Advances Through Meta-Analysis

• Gayle et al: Classroom Communication and Instructional Processes: Advances Through
Meta-Analysis
• Allen et al: Interpersonal Communication Research: Advances Through Meta-Analysis
• Burrell et al: Managing Interpersonal Communication: Advances Through Meta-Analysis
Management
Planning and Managing Effective
Communication Programs
Third Edition
Erica Weintraub Austin

Bruce E. Pinkleton
Third edition published 2015
by Routledge
711 Third Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2015 Taylor & Francis
The right of Erica Weintraub Austin and Bruce E. Pinkleton to be
identified as authors of this work has been asserted by them in
accordance with sections 77 and 78 of the Copyright, Designs and
Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced
or utilised in any form or by any electronic, mechanical, or other means,
now known or hereafter invented, including photocopying and recording,
or in any information storage or retrieval system, without permission in
writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or
registered trademarks, and are used only for identification and
explanation without intent to infringe.
First edition published by Routledge 2000
Second edition published by Routledge 2006
Library of Congress Cataloging in Publication Data
Austin, Erica Weintraub.
Strategic public relations management: planning and managing
effective communication programs/Erica Weintraub Austin,
Bruce E. Pinkleton. — 3rd edition.
Includes bibliographical references and index.
1. Public relations—Management. I. Pinkleton, Bruce E. II. Title.
HD59.A97 2015
659.2—dc23
2014023917
ISBN: 978–0-415–51768–3 (hbk)

ISBN: 978–0-415–51769–0 (pbk)
ISBN: 978–1-315–75483–3 (ebk)
Typeset in Times New Roman

by Florence Production Ltd, Stoodleigh, Devon, UK
Contents
Preface to the Third Edition vii
1 The Need for Strategic Public Relations 1
PART I
Framework for Planning 11
2 Where the Strategic Manager Begins: Taking Stock 13
3 Elements of the Campaign 29
4 Determining Research Needs: Developing the Research Plan 48
PART II
Gathering Useful Data for Strategic Guidance 67
5 Research Decisions and Data Collection 69
6 Making Research Decisions: Sampling 87
7 Making Research Decisions: Informal Research Methods 110
8 Making Research Decisions: The Focus Group 129
9 Making Research Decisions: Formal Research Methods 147
10 Making Research Decisions: Survey Research 170
11 Making Research Decisions: Questionnaire Design 195

vi CONTENTS
12 Collecting, Analyzing, and Reporting Quantitative Data 223
PART III
Using Theory for Practical Guidance 239
13 What Theory Is and Why It Is Useful 241
14 Theories for Creating Effective Message Strategies 263
15 Practical Applications of Theory for Strategic Planning 292
PART IV
The Successful Pitch and Follow-Through 309
16 Presenting Campaigns, Program Proposals, and Research Reports 311
Appendix A: Code of Professional Standards for the Practice of

Public Relations 329
Appendix B: Code of Professional Ethics and Practice 335
Appendix C: Guidelines and Standards for Measuring and Evaluating
PR Effectiveness 340
References 361
Author Index 373
Subject Index 377
Preface to
the Third Edition
We wrote the first edition of this book after attending a national Public Relations Society of
America convention in Seattle. We had observed with some surprise that the sessions on
measurement and evaluation attracted standing-room-only crowds, and many conversations in
the hallways focused on the same issues. Managers seemed frustrated with the challenges of
proving the value of public relations and developing credibility as counselors to upper
management. Meanwhile, discussions about the need to prove results in the trade press had
increased steadily. We were getting calls from organizations wanting research that never before
had seen the need for it. We had alumni reporting back to us about how well their coursework
in research and planning had prepared them for the so-called real world and how their training
had positioned them advantageously in their organizations. Both experience and observation
had taught us that research and strategic planning serve as powerful tools.
We continue to see a hunger for accessible research and strategic planning tools among
professionals and students, partly because the tools keep evolving. As a result, just as strategic
plans need updating every few years, we have realized we need to provide another update to
our book. As authors and teachers, we wrote this volume to serve as our ideal resource for our
own classes and then hoped others would find it useful, too. We have felt honored and gratified
that many other teachers and practitioners also have put it to use successfully since publication
of the first edition in 2001. We have appreciated the feedback and suggestions we have received
from them.
This edition highlights how the field of evidence-based communication management
continues to change. Digital communication and online research tools provide many new
opportunities and challenges that innovative communication managers have put to work
effectively. We have many new examples to share that can help others continue to advance the
field.
The primary changes in this edition cover two main areas. First, we have updated the
information on research methods to incorporate methods that make use of digital tools and
social media. Second, because we believe in learning by seeing and doing, we have updated
examples and added examples in spots that seemed to need more accessible pathways to real-
world application.
viii PREFACE TO THE THIRD EDITION
We would like to thank those of you who have given this book a try and provided us with
feedback. We encourage others to contact us as well so that we can continue to make the book
as useful as possible. We also would like to express our deep appreciation to Michelle Kistler,
who has checked our work, offered additional ideas and tracked down references and permissions
for material we have reproduced. Finally, we owe a debt of gratitude to Brett Atwood and
Rebecca Cooney who provided helpful feedback and suggestions regarding the digital-
communication additions to the book, and to Davi Kallman who provided tremendous last-
minute help with examples.
As before, we again want to extend our grateful thanks to the many individuals and
organizations who have served as role models for us as we have worked to bridge applied and
academic experiences. These have included our own teachers and mentors, colleagues in the
academic and professional communities, our students and our alumni.
We also have appreciated the helpfulness and expertise of senior editor Linda Bathgate
and assistant editor Chad Hollingsworth. We are grateful for the advice and support of Stan
and Rodelle Weintraub, who have written many more books than we ever will and who make
it look easy. Finally, we continue to owe a monstrous debt to our families for their unselfish
support and incredible patience.
Erica Weintraub Austin

Bruce E. Pinkleton
1
The Need for

Management
Chapter Contents
• Surviving Amid Fierce Competition
• Strategic Versus Tactical Decision Making
• Defining Public Relations
• The Often Misunderstood Role of Public Relations
• Using Research to Enhance the Credibility of Public Relations
• Organization of the Book
Strategic public relations planning and research techniques have evolved into the most powerful
tools available to public relations practitioners. Success requires practitioners to demonstrate
in a measurable way how the results from public relations programs benefit the organizations
they serve. Practitioners well prepared to use the tools available to them can enjoy bigger budgets,
more autonomy in decision making, and greater support from management. On the other hand,
managers who rely on an intuitive model of public relations based on their knowledge of media
markets and a well-developed network of contacts have less credibility, enjoy less autonomy,
receive lower priority, and suffer greater risk of cost cutting that threatens job security.
Surviving Amid Fierce Competition

The increasingly competitive business and social environment makes it critical for public
relations managers to understand how to apply public relations planning, research, and program-
evaluation practices that help ensure success and demonstrate accountability. Research-based
public relations practices enable managers to solve complex problems, set and achieve or exceed
goals and objectives, track the opinions and beliefs of key publics, and employ program
strategies with confidence. Although the use of research in public relations management cannot
2 Chapter One THE NEED FOR STRATEGIC PUBLIC RELATIONS
guarantee program success, it allows practitioners to maximize their abilities and move beyond
reactionary management to scientific management. An evidence-based and strategic management
style can help control the ways a situation will develop and the outcomes practitioners achieve
in those situations.
Consider the following scenarios in which communication professionals can use research-
based planning to develop effective strategies for solving a problem and demonstrate program
success.
Community Relations
You are the public affairs director for the largest employer in a community. The local media
have been running stories about problems at the company, claiming management has lost sight
of its unique role in the community. The board of directors wants a clear understanding of
public perceptions of the company. It also wants to develop new programs that will better serve
the community and improve community relations. You remain unconvinced the company needs
to establish new programs more than it needs to support its existing programs. How do you
determine the opinions and attitudes of community members toward the company? How do
you measure community perceptions of existing programs, as well as community interest in
new programs? How can you convince your board to embrace the most effective course of
action?
Special Events Planning and Promotion

You are the manager of a performing arts coliseum. The coliseum has lost money on several
events over the past 2 years and now is threatened by competition from a new community theater
scheduled for construction in 2 years. The coliseum management and its board of directors
sense they have lost touch with the community and are unsure how to address the situation.
How can management determine community programming interests and begin to reorient itself
to the needs and desires of community members without wasting valuable resources?
Political Campaign
You are the campaign manager for a state senatorial candidate. The mostly-rural district
has 75,000 registered voters, many of whom work as farmers or in farming-related businesses
and industries. The election is 9 months away, and the candidates already are engaged in a close
contest. How do you track changes in voters’ perceptions of your candidate as the election nears?
Nonprofit
You are a public relations practitioner at a small, nonprofit organization. Your new assignment
is to rescue a local special event with a troubled history. The event, sponsored by the local
chamber of commerce, is supposed to raise money for your organization while attracting visitors
who patronize businesses in your community. The most recent event was a disaster, however,
despite a strong media relations effort that included social media. Because of low attendance,
the organization barely broke even on the event, and local businesses have lost interest in
participating next year as sponsors. How do you find out what went wrong and make next year’s
event a success?
Chapter One THE NEED FOR STRATEGIC PUBLIC RELATIONS 3
Development
You are a senior development officer at a major university. Development, also known as philan-
thropic giving, has gained importance as state budgets have dwindled. Just as the university is
making preparations for the largest development campaign in its history, students let their
partying get out of hand after a big football win over their cross-state rivals. The fracas attracts
national media attention. You worry the negative media attention will significantly hinder
university development efforts. You need to understand the opinions and attitudes of key
segments of the public to quickly develop and implement a plan that will allow you to respond
in an effective manner. How do you determine the responses of donors and non-donors to news
of the disturbance?
Public relations practitioners face problems like these on a regular basis. Small problems can
help organizations deal with bigger ones when they arise. J. Wayne Leonard, the chief executive
of Entergy, the power company serving the New Orleans area, said his company felt prepared
for the unprecedented catastrophe of 2005’s Hurricane Katrina because “we have the skills and
planning to deal with catastrophe because we deal with it on a small scale all the time.” Besides
the company’s efforts to restore power to 1.1 million customers, his management response
included evacuation for his own employees, assurances that their jobs would be preserved,
coordination with government officials, and making sure “front-line” employees were “em-
powered to make common-sense decisions” (Feder, 2005, p. B2). Similarly, Lt. Sue Kerver of
the Coast Guard explained that they coped effectively with the BP oil spill in 2010 because
they had prepared and trained to implement a multifaceted plan and to adjust it based on how
events evolve: “The last thing you want to do is create a crisis plan during a crisis,” she said
(Williamson, 2011, ¶ 2).
Preparation also can include learning from others, known in the business as secondary
research. In other words, not all situations can be practiced and not all lessons need to be learned
the hard way. John Deveny of Deveny Public Relations in New Orleans felt prepared to work
with the Louisiana Office of Tourism when Katrina and the BP oil spill happened because he
had spent time tracking others’ experiences and results. In particular, he employed his analysis
of Nashville’s success following its own natural disaster in 2010 to respond to the BP oil spill
aftermath. “You have to prepare a proactive and a reactive strategy.”
Strategic Versus Tactical Decision Making

According to Dick Martin (2005), who served as executive vice president of public relations
for AT&T until his retirement, successful public relations management requires acting as
“an honest broker” who understands the concerns of internal and external stakeholders “and
can synthesize them into a perspective the CEO can actually use.” Martin went on to say, “it
means making forecasts instead of compiling yesterday’s clips, and backing up those predictions
with plans for dealing with them” (p. 23). In other words, successful public relations management
requires strategic research and strategic planning.
Research helps practitioners acquire accurate information quickly at a relatively low cost
to aid them in sophisticated planning and problem solving every day. When practitioners respond
to organizational problems and challenges by engaging in media relations campaigns, they
typically respond tactically instead of strategically. Strategic decision making is goal directed
and guided by an organization’s larger purpose. According to Fred Nickols (2000), “strategy
is the bridge between policy or high-order goals on the one hand and tactics or concrete actions
on the other.” Tactical decision making, on the other hand, focuses more on day-to-day actions
and therefore tends to be more response oriented in nature. Tactical decision making can allow
public relations programs and campaigns to drift aimlessly, lacking direction or purpose.
Practitioners often use media clips as the basis for tactic-based program accountability, but the
benefits of clip-based evaluation are limited. It is impossible, for example, for practitioners to
determine message effects on targeted audiences’ opinions, attitudes, or behavior using clips.
Practitioners find their ability to solve organizations’ problems through such a response also
severely limited because no basis exists for determining the extent of a problem or evaluating
the results of their programs.
Finally, organizational managers can become frustrated in their attempts to adapt to
changing internal and external environments because practitioners have no basis for understand-
ing and accomplishing the steps necessary to successfully address or accommodate stakeholders’
opinions. The result is that practitioners’ success may be limited. They typically end up in a
defensive position with external and internal audiences, having little basis for effectively
communicating the benefits of their campaigns and programs to organizational management.
When practitioners respond to problems and challenges strategically instead of tactically,
they have a much greater likelihood of helping organizations meet their challenges, solve or
avoid protracted problems, and adjust to the expectations of key stakeholders in mutually
beneficial ways. Research and planning are not simple remedies for every organizational
problem. No amount of research or planning, for example, can rescue an organization from the
consequences of its own poor performance. Nevertheless, practitioners’ use of research,
planning, and evaluation contribute to an informed organizational decision-making process with
a greater likelihood of success. When practitioners use these tools, their programs and campaigns
can have clear goals that direct program implementation. Practitioners can use formative
research to set initial measurement levels—called benchmarks—for goals and objectives and
to determine campaign strategy. Practitioners using tactics purposefully and selectively can
communicate the benefits of public relations campaigns and programs to organizational
management more easily. Ultimately, practitioners have the opportunity to enjoy greater success
at placing their organizations in stable, mutually beneficial relationships with key target-
audience members when they engage in strategic planning and problem solving.
Defining Public Relations

The first step toward successful public relations management requires adopting a clear definition
by which to live. This is a surprisingly difficult task. We will start with the official definition
of public relations adopted by the Public Relations Society of American in February of 2012:
“Public relations is a strategic communication process that builds mutually beneficial
relationships between organizations and their publics.”
In their widely adopted textbook, Broom and Sha (2013) similarly defined public relations
as “the management function that establishes and maintains mutually beneficial relation-
ships between an organization and the publics on whom its success or failure depends.”
These definitions, although simple on their face, actually suggest a complex set of processes.
For public relations practitioners to operate as managers, for example, they cannot simply input
the decisions made by others in an organization. They need to assert themselves as members of
what is commonly called the dominant coalition, those members of an organization who have
the authority to make decisions and set policy. In other words, they need to help lead organizations
and not just provide communication services to them. As Arthur W. Page, widely considered a
founder of corporate public relations management, famously said, “Public perception of an
organization is determined 90% by what it does and 10% by what it says.” Practitioners operating
as service providers instead of as management consultants commonly find themselves limited
to advocating organizational viewpoints. This prevents them from helping the organization
build and maintain long-term relationships that ensure long-term organizational success, which
requires some adjustment to public perceptions and needs. As Edward L. Bernays, often called
the founder of modern public relations, cautioned, public relations should be considered a social
science and must serve the public interest (Bernays, 1923).
Agencies think they do better at building long-term relationships than their clients do. A
2004 survey of about 600 public relations executives and about 87 corporate public relations
executives, by the Counselors Academy and sponsored by PR News, found that agencies often
believe they act strategically, but clients think agencies’ actions display more of a tactical
orientation (“PR Measurement,” 2004). As Chapter 3 explains, tactics represent day-to-day tasks
and may ignore how those tasks fit the priorities of an overall strategy. According to 73% of
the clients surveyed, at least half of the services agencies provide should be strategic in nature.
Less than 33% however, believe that PR agencies deliver that type of focus. Meanwhile, a full
87% of agencies agree their emphasis should tilt toward strategy, and 62% think they deliver
on this priority. Both clients and agencies agreed that “more meaningful” measurement would
improve their relationships, although they differed on other actions that should take priority.
The Often Misunderstood Role of Public Relations

Public relations practices encompass a broad range of activities that can lead to confusion about
how public relations differs from marketing and advertising. The goals of each differ in
important ways. Advertising typically focuses on selling products to consumers through
controlled placement of paid media messages—a narrow and specific role. Marketing, including
integrated marketing communications, often uses public relations techniques to sell products
and services. The marketing role is broader than that of advertising but still focuses on
consumers rather than on all the key publics of an organization. Public relations, on the other
hand, strives to help organizations develop and preserve the variety of stakeholder relationships
that ensure long-term success, and typically has broader goals than those of advertising or
marketing. These stakeholders can include not only consumers but also government regulators,
community members, shareholders, members of the media, employees, and others. Therefore,
although advertising and marketing often employ public relations techniques, it is more
appropriate for organizational management to treat public relations as the umbrella under which
other activities, including marketing and advertising, occur.
Many practitioners struggle with the fact that this is difficult to put into practice, and they
often find their role misunderstood. A survey of members of the New York chapter of the Public
Relations Society of America (PRSA), for example, found that 92% believed that most people
do not understand what public relations is (“PR Pros,” 1998). The experience of the Public
Relations Society of America, which worked in 2011 to develop a consensus definition of public
relations, shows that practitioners themselves often disagree on what public relations means.
Their invitation to professionals to submit suggestions elicited 927 definitions. Relying on the
top 20 words used in definitions, blog posts and online commentary, the task force then
developed a set of three definitions. An online vote picked the winner, which replaced a vague
definition that had been developed in 1982.
Partly because of the difficulties associated with defining the field, public relations also
suffers from low credibility. In the New York survey, 93% of the professionals said they enjoyed
their work, and 68% were proud of their field, but 67% believed the field did not have a good
image and 65% believed they were not as respected as members of other professions. This
image problem has been supported by a variety of other studies as well. For example, another
credibility study undertaken by PRSA found the public relations specialist ranked almost at the
bottom of a list of approximately 50 professions (Public Relations Society of America, 1999).
A Gallup poll of 1008 adults in 2011 found advertising and public relations rated positively by
32% of the respondents, negatively by 37% and neutral by 29%. Although this placed public
relations below the computer industry, restaurants, agriculture, movies, sports and utilities, it
ranked ahead of airlines and education, attorneys, healthcare, oil and gas industries, and the
federal government.
To improve their stature within organizations and among a broad range of publics, public
relations professionals must take a planned, strategic approach to their programs and problem
solving. When operating as subordinates instead of organizational leaders, practitioners
implement decisions made by others instead of contributing to organizational decision making.
In short, they work at a tactical level. In 2004, only 25% of agencies believed they were “very
involved” in helping clients research, discuss, and decide the business goals relevant to their
communication programs (“While Agencies,” 2004). As leading experts continue to emphasize,
communication specialists who operate as technicians cannot effectively solve organizational
problems, build public consensus or position an organization on issues of strategic importance
(e.g., Broom & Dozier, 1990; Broom & Sha, 2013; Dozier et al., 1995; Harrison, 2013; “Keys,”
1998; “M&As,” 1998; “Personal competency,” 1998; “Reputation,” 1994; Rockland, 2013).
Using Research to Enhance the Credibility of Public

Relations
One reason communication specialists experience frustration and insufficient credibility appears
to lie in how they conduct and apply research. According to Bruce Jeffries-Fox (Jeffries-Fox,
2004), much public relations research serves only as window dressing. The situation seems to
have changed little since a national survey of 300 professionals in 1996 found that managers
see themselves in a double bind (Pinkleton, Austin, & Dixon, 1999). Professionals reported
clients and CEOs as enthusiastic about research but reluctant about providing the budget to pay
for it. In that study, the more the managers performed a specific type of research, the less they
valued it, and the more they valued a particular research method, the less they employed it. As
shown in Table 1.1, practitioners relied most on measures of volume of media pickups and
tracking of media coverage, which they found the least beneficial.
On the other hand, practitioners relied least on measures of changes in awareness,
knowledge, attitudes, sales, and behavior, which they found the most valuable. The results also
showed that the professionals almost uniformly embraced research as vital for proving that
public relations programs are effective, but less than half agreed that research is accepted as
an important part of public relations. A 1995 PRSA survey also found that 92% believed research
was talked about more than used (Public Relations Society of America, 1995).
Table 1.1 Use and Value Of Research Measures Among Public Relations Practitioners
Research measure Mean for use Mean for
perceived value
(rank) (rank)
Advertising equivalency 3.71 (9) 3.37 (9)
Volume of media pickups 5.43 (2) 4.57 (8)
Favorable media treatment 5.35 (3) 4.96 (7)
Media coverage 5.47 (1) 5.19 (5)
Changes in awareness 4.95 (4) 5.64 (4)
Changes in knowledge 4.85 (5) 5.90 (2)
Changes in attitudes 4.74 (6) 5.77 (3)
Changes in sales 4.07 (8) 5.08 (6)
Changes in behavior 4.64 (7) 6.02 (1)
Note. All measures on 7-point scales, with 1 indicating less use or value and 7 indicating more use or
value.
This pattern of results suggests that constraints prevent communication professionals from
doing enough research, or at least enough of the type of research clients and senior executives
find compelling. It comes as little surprise, then, that more than third of respondents to a survey
in 2004 considered credibility of the profession a major issue for them (“2005 Challenge,” 2005).
Measurement still ranks as a top concern, with annual measurement and research
conferences drawing big crowds. An international survey of 520 public relations professions
in 2009 by the Association for the Measurement and Evaluation of Communication and the
Institute for Public Relations found that 88% of professionals consider measurement an integral
part of the PR process, and most (77%) said they actually do it (Wright, Gaunt, Leggetter,
Daniels, & Zerfass, 2009). Tables 1.2 and 1.3 illustrate the 2009 data on the perceived
importance of various measurement tools and methods. The survey found no consensus,
however, on what to measure or how to measure it.
A majority of practitioners continue to prioritize publicity placement in their budgeting
(Cone & Feldman, 2004; “PR and Sales,” 2005). According to Carole Cone, reporting on a PR
News/Counselors Academy survey of 364 public relations executives (Cone & Feldman, 2004),
budgeting challenges greatly damage accountability efforts. Cone asserted that stand-alone
funding for public relations research rarely rose above $2,000, although some larger companies
were beginning to set a higher standard. But if most proposed research focuses on tactical-level
publicity instead of on more valuable research that demonstrates effects, why should clients
devote more money to the enterprise? Todd Defren of Shift Communications (“PR and Sales,”
2005) noted that public relations executives often have emphasized “wrong-headed thinking
about how to measure PR success, such as buzz phrases like ‘Share of Voice’ or ‘Ad Value
Equivalency.’ Everyone’s trying to measure PR the way other people measure other marketing
programs, and it’s not working” (p. 3). Measuring the wrong things can make it look as if
communication programs accomplish less than they really do. In addition, with online
measurement techniques having become so easy to use, it can seem as if every company and
organization are surveying everyone all the time about everything. This can try respondents’
patience and compromise the value of research results. Measurement projects, like public
Table 1.2 Measurement Criteria and Ranking

Criterion % Position
Hit target media 20 1
On time, on budget 16 2
Measures of message output 16 2
Awareness/image 15 4
Client satisfaction 15 4
Achievement of goals 15 4
Other 3 7
(Wright, et al., 2009)
Table 1.3 Measurement Tools and Ranking

Tool 2009 Position 2004 Position
(%) (%)
Clippings 17 1 n/a
Internal reviews 10 2 10 5
Advertising value equivalency 10 3 17 1
Benchmarking 10 4 14 3
Media evaluation tools 9 5 15 2
Blog measures 8 6 n/a
Dashboards 7 7 6 7
Traditional opinion survey 7 8 8 6
Online opinion surveys 6 9 n/a
Reputation index 6 10 n/a
Focus groups 5 11 12 4
League tables 3 12 4 8
Other 1 13 3 9
(Wright, et al., 2009)
relations efforts themselves, need to be done strategically. One exasperated practitioner and
consumer responded with a blog entitled, “Infant who begins Babies ‘R’ Us customer satisfaction
survey dies of old age” (Grimes, 2012, p. B1).
Despite the challenges, the field seems to have made some progress on measurement
issues. Some have called the new millennium the Neolithic Age for public relations measure-
ment, a time of tremendous change (“Measurement, “ 2003). Experts assert measurement has
become more mainstream and that agencies that effectively incorporate measurement into their
proposals obtain bigger budgets overall. Increasingly, practitioners are focusing on the
demonstration of appropriate communication outcomes (“PR Measurement,” 2004; Wright, et
al., 2009). This demonstration requires finding something simple that connects communication
efforts to better business performance. The authors emphasized that this requires some creativity
to go beyond standard return on investment (ROI) measures. “ROI is one of the most over-
used terms in the business,” noted Barr, a founder of a PR measurement firm (p. 6).
Moving from a tactical approach to a strategic management style requires skillful use of
research and planning techniques. Managers need to anticipate problems and opportunities
instead of merely reacting to them. In addition, an increasingly crowded and complex media
and social environment requires practitioners to design innovative programs they can prove
will work.
Gaining autonomy and the support and confidence of clients and upper management
requires several things. These include providing evidence to support the need for communication
programs, reasons why proposed strategies will work, and evidence at the end of a program
that the program has indeed worked. In short, strategic public relations management demands
a set of abilities that require competence in planning principles, research methods, com-
munication theories, and effective communication presentation skills. Jeffrey Ory of Deveney
Communications (Miller, 2005) exhorts public relations professionals to become experts at
explaining how effective public relations can be measured and, therefore, how public relations
can be used effectively. More professionals appear to be mastering these skills: a 2012 report
indicated that corporate budgeting for measurements efforts has risen, on average, to 9% of
total public relations budgets. This was more than double the figure from two years before, a
demonstration of increasing confidence from top-flight management in evidence-based public
relations management. Even more telling, corporate spending on public relations overall was
on the increase (USC Annenberg Strategic Communication and Public Relations Center, 2012).
Some communication experts such as Jeffries-Fox (2004) have stated that fear is one of
the biggest constraints preventing managers from doing a better job of using research to guide
strategic planning and demonstrate results. The purpose of this book is to allay those fears and
replace them with skills and confidence. You do not have to be a statistical wizard to conduct
and interpret meaningful research. In addition, when you do research strategically, you do not
need to fear what the results will show. Evidence-based planning tends to produce good results.
Even poor results for one program, however, can point the way to more effective future
planning when research is sensitive enough to demonstrate not just whether a program has an
effect but also how. “It’s not a question of pass or fail,” according to PR News (“Measurement,”
2003).
Organization of the Book

The organization of this book is designed to provide communication managers with the
range of tools required for the development, communication, and evaluation of effective
programs. The toolkit includes basics of the strategic planning process, a general overview plus
a range of specific guidelines for managers to use when hiring or performing their own research,
theoretical perspectives that can help managers interpret research and develop effective strategies
and tactics, and guidelines for the presentation of research findings and program plans.
Part I of this book presents a framework for planning that managers can apply to guide
decision making. Chapter 2 addresses mission statement development, problem statement
creation, and situation analysis, all of which form the basis for program development. Chapter
3 introduces the elements of the strategic planning process, which include goals, objectives,
strategies, and tactics. Chapter 4 focuses on how to determine research needs and develop a
research plan to gather information that will help practitioners plan their program.
Part II addresses when and how to do research for public relations planning and evaluation.
Chapter 5 covers basic issues to consider when developing research plans. Chapter 6 provides
the basics of sampling using terms and concepts accessible to those uninitiated in social science
methods. Chapter 7 introduces the range of informal methods available to the communication
manager, whereas Chapter 8 provides some detail about how to conduct focus groups. Chapter
9 introduces the range of formal methods commonly used in communication research, and
Chapter 10 covers the nuances of survey research specifically. Chapter 11 focuses on how to
construct questionnaires that provide trustworthy and useful information, and Chapter 12
discusses how to collect and analyze questionnaire data.
Part III explains how communication theory can assist the manager in strategic planning.
Chapter 13 introduces public relations and communication theory and demonstrates its relevance
to daily practice. Chapter 14 covers the range of theories available to help managers develop
effective program strategies, and Chapter 15 boils down decades of research into a set of
principles and applications for practical use.
Part IV discusses how to present a persuasive case for public relations programming, with
Chapter 16 explaining the elements of a public relations proposal and providing a set of writing
and presentation tips.
Experts in public relations seem to agree that public relations practitioners have the most
success when they operate from a research-based, strategic management style. This book is
designed not only to help novices through the strategic-planning process but also to provide
the depth required for an experienced professional looking for a concise reference. It is intended
for use at either the undergraduate or graduate level and has been written to be accessible to
those on a self-guided tour. The goal of this book is to provide professionals and advanced
public relations practitioners with the information they need to engage in strategic public relations
management. Communication specialists who apply the skills explained in this book should
secure a place for public relations and communication management at the leadership level in
organizational decision making.
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Strategic Public Relations

Strategic Public Relations Management features an applied approach to evidence-based,

New to the third edition:

In addition to these new features, the book covers:

• Creating a framework for planning;

Selected titles include:

• Preiss et al: Mass Media Effects Research: Advances Through Meta-Analysis

Erica Weintraub Austin

ISBN: 978–0-415–51768–3 (hbk)

Typeset in Times New Roman

Preface to the Third Edition vii

1 The Need for Strategic Public Relations 1

2 Where the Strategic Manager Begins: Taking Stock 13

3 Elements of the Campaign 29

4 Determining Research Needs: Developing the Research Plan 48

5 Research Decisions and Data Collection 69

6 Making Research Decisions: Sampling 87

7 Making Research Decisions: Informal Research Methods 110

8 Making Research Decisions: The Focus Group 129

9 Making Research Decisions: Formal Research Methods 147

10 Making Research Decisions: Survey Research 170

11 Making Research Decisions: Questionnaire Design 195

12 Collecting, Analyzing, and Reporting Quantitative Data 223

13 What Theory Is and Why It Is Useful 241

14 Theories for Creating Effective Message Strategies 263

15 Practical Applications of Theory for Strategic Planning 292

16 Presenting Campaigns, Program Proposals, and Research Reports 311

Appendix A: Code of Professional Standards for the Practice of

Erica Weintraub Austin

The Need for

Surviving Amid Fierce Competition

Special Events Planning and Promotion

Strategic Versus Tactical Decision Making

Defining Public Relations

The Often Misunderstood Role of Public Relations

Using Research to Enhance the Credibility of Public

Table 1.2 Measurement Criteria and Ranking

Table 1.3 Measurement Tools and Ranking

Organization of the Book

!;. .7 270 69 207 !;80; 6

270 , 2?. ?82,. 8 ,866 72, .

8 .?.; 1.7 .- 8 6. 7 787. 1.5. -8. 78 .5870

18 5- . . 8// 2 1 ,866 524. 8;-27 . ,5 .

5 8 18 .?.; 6 B . .- 266.-2 .5B /8558 270

2/ 2 .;. .0277270 .7 .7,. 18 .?.; 2 -8. 78

24. 18 .?.; 189./ 55B 8/ .7 2 .- 8 .027 .7 .7,.

1 6 1 ?. ?.; 8 68-2/B 270 2 1. .0277270

2 27,8;;., A 695. )8 , 7 -8 86. 1270 189./ 55B

(18 ;./.; 8 9.895. 1 ;./.; 8 1270 (12,1 , 7

869;2 . 6. 7 G.6 ; ,.H 8; G27,5 -. H 7- ,8698 . 6. 7

869;2 . 2 7 , 2?. ?.; 7- ,8698 . 2 .-

6. 7 86. 1270 .5870 8 G2 H 1.;. 2 F 6. 7 G2

. ..7 ;./.; 8 8 1270 875B 6870 ;./.; 8 1;.. 8;

Singapore Airlines. (2013). About us. Retrieved 6/14/13 from: http://www.singaporeair.com/en_UK/about-

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