MODELS OF THE RESPONSE PROCESS
Stage
“AIDA”
Model
Cognitive
Stage
“Hierarchy of
Effects”
Model
“Innovation
-Adoption”
Model
Awareness
Attention
“Communicatio
n” Model
Exposure
Awareness
Reception
Knowledge
Cognitive
Response
Affective
Stage
Interest
Liking
Interest
Attitude
Desire
Preference
Evaluation
Intention
Conviction
Trial
Behavior
Stage
Action
Purchase
Behavior
Adoption
The Differences between Advertising and PR
Advertising is the wind, PR is the sun
Advertising is spatial, PR is linear
Advertising uses the big bang, PR uses the slow buildup
Advertising is visual, PR is verbal
Advertising reaches everybody, PR Reaches somebody
Advertising is self-directed, PR is other-directed
Advertising dies, PR lives
Source: The Fall of Advertising and The Rise of PR, Al Ries & Laura Ries
(cont.)
The Differences between Advertising and PR
Advertising is expensive, PR is inexpensive
Advertising favors line extensions, PR favors new bran
Advertising likes old names, PR likes new names
Advertising is funny, PR is serious
Advertising is uncreative, PR is creative
Advertising is incredible, PR is credible
Advertising is brand maintenance, PR is brand building
Source: The Fall of Advertising and The Rise of PR, Al Ries & Laura Ries
Out of Side out of Mind
You and PR

A brief resume:
 who
you are,
 what did you do,
 why are you here.
Contacting each others, email.
 Mailing list.
 Your opinion about “PR” : as far as you
know, what do PR practitioner does?


Public Relations definitions
The PR organization intelligently evaluates public
attitudes, identifies the policies and procedures
of an individual or organization with the public
interest, and plans and executes a program of
action to earn public understanding and
acceptance.
PR is the management function that establishes
and maintains mutually beneficial relationships
between an organization and the publics on
Session
1 its success or failure depends.
whom

Organizational Aspects of PR
An Overview







Creation of a corporate or executive image
Support for executive presentations
Media relations
Integrated marketing
Consumer relations in the marketplace
Issue & crisis management
Reading assignment:


Session 1
“Managing for Reputation,” in “Running a PR Department,” p.11
History & Place of PR: between Western and
Indonesian societies

“Development of Public Relations,” Fig.1.2 in “Strategic Program
Planning for Effective Public Relations Campaigns,” p.4.
Several Main Sectors

PR is synonymous with ‘REPUTATION’. It is the
result of:




what you do,
what you say and
what other say about you.
No universal agreement on terminology and
divisions, but most practitioners look at the
discipline in several main sectors comprising:
Financial and Corporate Communication
Government Affairs
 Marketing Communication
 Internal Communication
 Community Relations
Session 1


Outline of Planning Factors

We don’t provide guidance on the planning of PR
programs, but simply to outline some of the
specific characteristics of each main sector which
will impact upon departmental management. In
each case, you need to look at:





The PURPOSE of the activity
The target PUBLICS or AUDIENCES
Typical Program Content
The Principal Interface (Working Partnership)
Skills Needed
Session 1
Requirements for Success

SKILLS




Effective Writing
Persuasive Speaking


KNOWLEDGE

In-depth knowledge of various
media
 Understanding of
management process
 Business, financial acumen

Session 1
ABILITIES


Problem solver
Decision maker
Deft in handling people,
generates confidence
Assumes responsibility
QUALITIES
Stability and Common sense
 Drive and enthusiasm
 Wide-range interest and
intellectual curiosity
 Good listener
 Tolerance for frustration
 Style

Source: Cutlip, Center and Broom, Effective Public Relations, 8th Ed. .p53
Next Activities -- prepare
1.
Opening Bank Account -- What are the reasons
of your choice?
2.
Creating a short PR campaign for gas company
in NTT (near East Timor).
3.
The Gladiator: compare the following, and
who – among these characters, is the most
successful ‘PR practitioner’, and why?
1.
2.
Session 1
3.
4.
5.
6.
7.
Commodus
Maximus
The Roman Senate
Lucilla
Marcus Aurelius
Senator Falco
Senator Gracchus
Adding Value – Protecting the Image

Justifying the Place of PR in
Business Today
 How
does PR serve Indonesian
business, government, and industry
today?
 How might it add value, raise the
image or improve the share price of
Indonesian businesses?
Session 2
Can a Major Corp/Organ Afford
to Ignore PR realities?

Think of examples of ‘unpopular’
organizations that have relied on PR in
recent times:
1.
2.
3.
4.
5.
Exxon
ABRI
Nestle
Union Carbide
Ajinomoto
Compare with: BreadTalk, Starbucks, Bintang
Zero
(vs MUI fatwa?)

Session 2
What companies can you think of today that
would benefit from better more intelligent
PR?
PR and Crisis Management
Reading & Discussion: Problem 9 – ‘
When associates disagree in handling
an emergency,’ in “Public Relations
Practices,” p. 474.
 What would be a typical Indonesian
public relations response to this kind of
situation, where a decision making
executive is not available?

Session 2
There is no golden rule.

Management experts recommend plenty of
guidelines but very few rules.



The reason is that management is more about getting
the right results than about applying the right rules.
What works is what matters.
Management is not an all-purpose solutions and
foolproof formula (rigid, inflexible, immensely
strong under some situations but most brittle
under other situations).


Some guidelines work frequently under various
situations and for so many people that they are known
as golden guidelines.
There are not such things as golden rules.
Objectives: do we have to solve this
problem?
The road to successful PR management is
littered with unnecessary data that justify
considerations for solution.
 Subsequently, the PR question in most cases
is not “can we solve this problem” but rather

“Do we have to solve this problem?”
The guidelines
 There
are no rules for management,
however, there are systematic
approach, and some are known as
guidelines.
 These guidelines are:
The
Pareto Principle (may be modified)
The systematic approach involving 8
stages
PARETO PRINCIPLE
 Vilfredo
Pareto (Italian sociologist,
economist and engineer): provides a
respectable academic basis for the
study of unequal distribution of
incomes.
Society is made up of an elite minority
and a large mass.
 A small minority hold most of the power
and own an overwhelming percentage of
the wealth.

PARETO PRINCIPLE
The value of the Pareto Principle to a
manager is that: it focuses attention on
separating the ‘vital few’ from the
‘trivial many’.
 One company finds that a small number of
establishments accounts for a high
proportion of total purchase.
 Another observes that the majority of sales
derives from a minority of customers.
 Identifying these vital few and
concentrating effort upon them is seen as

PARETO PRINCIPLE
 These
unequal patterns are traditionally
described as the 20/80 distribution
rule.
 Depending on the situations:
 It
may vary to 10/90, or 5/95.
 Thomas Alva Edison asserted that genius
is 1% inspiration and 99% perspiration
(1/99).
PARETO PRINCIPLE
U.K.: a more characteristic relationship: 1/3 or
thereabouts.
 Stone *): 25/75 ratio

25% of the customers place 75% of the orders.
 A writer: 75% of the script is structure and 25% is
words.
 A PR team: 25% of the staff thought up 75% of the
ideas.
 25% of what business did was responsible for 75%
of the earnings.


Conversely in many firms, 75% of what the
business costs accounts for 25% of what it earns.
PENTING

It must not be understood, however,
that once the vital 25% is identified then
we can totally forget about the rest.

What is true is that the more
management’s work can be done in the
triangular area of the 25/75 golden
guideline, the more effective it will be.
ANALYSIS and AUDIT

A communications audit is “A broad scale, loosely
structured research exercise, which examines the
effectiveness of communications within
organizations and between organizations and
groups outside.”

A survey approach determines how well
communication being implemented with its
members:
Do members understand the objectives?
 Do they understand their role to achieve the
objectives?
 How could communication be improved?


A new manager may prompt the need of an audit
ANALYSIS and AUDIT
 Understanding
an audit is not without
risk. Questions on how improvement in
communication can be made will cause
expectation for improvement. Failure to
act on findings that need changes will
damage credibility of management.
 An audit may also be necessary when
existing communication programs –
newsletters, etc. – need to be checked.
ANALYSIS and AUDIT
It is essential.
 It is a professional opinion, based on
judgment applied to information (or
evidential matter as the accountants call
it).
 The judgment is not only on how this
evidential matter is to be interpreted, but
what information should be amazed.
 More useful when a new managing
director runs the company, during an
acquisition or merger.

ANALYSIS and AUDIT:
3 stages process
1.
1.
Information gathering: identifying and collecting
2.
Strategic analysis: weighing all options and
3.
Communications program:
data and information on attitudes and trends, by
means of internal and external interviews against
a common topic menu.
choosing the most appropriate alternative
strategies to be articulated in a “preferred
strategy matrix”.
putting the chosen
option(s) into effect after spelling out a
communication strategy, program, action plan
and timetable.
 See PR Toolkit!!
ANALYSIS and AUDIT

This structured approach makes effective use of
a classic management technique known as
SWOT analysis (Strengths, Weaknesses,
Opportunities, Threats).

Other variant: ADOPTS.

ADOPTS: taken to imply the idea of choice, of
picking up or taking over something that already
exists, and making it one’s own.
AUDIT: ADOPTS
1.
2.
3.
4.
5.
6.
Advantages
Disadvantages
Opportunities
Problems
Time Factor
Stakeholders

1,2
: inward looking.
3,4
: outward looking.
5
: applies no matter which way you are
looking.
6
: is the reason for the other five.



STAKEHOLDERS

Whatever other purposes an organization may
have, it must also have the purpose of serving
the interest of all its stakeholders – that is, all the
people affecting the organization and affected by
it. Stakeholders are not necessarily all of equal
importance. Before an ADOPTS analysis, it is first
of all necessary to identify and rank the
stakeholders.

Who and where they are will depend on who and
where you are. There can be no standard list,
although some stakeholders – e.g. customers –
are bound to occur on pretty well every list. Only
you can decide who your stakeholders are, but
mote that your organization cannot choose its
own competitors.
STAKEHOLDERS








Academics
Agents
Analysts
Consumers
Distributors
Finance provider
Government (central)
Government (local)










INVESTOR
LOOBYISTS
MANAGEMENT
NEIGHBORING
COMMUNITY
CUSTOMERS
POLICY COMMUNITY
PRESSURE GROUPS
SHARE HOLDERS
SHOPFLOOR WORKERS
SUPPLIERS