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Company nameStrategic communication plan

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Phase One FORMATIVE RESEARCH

Step 1 Analyzing the Situation

Step 2 Analyzing the Organization

Step 3 Analyzing the Publics

Step 1Analyzing the Situation

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Public Relations Situation

Issues Management

Step 1: Analyzing the Situation

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Basic Planning Questions

1. What is the situation facing the organization?2. What is the background of the situation?3. What is the significance or importance of the situation?


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Expanded Planning Questions

A. Existing InformationBackground on the Issue

1. Is this the first time your organization has dealt with this situation or are you setting

out to modify an existing communication program? If the latter, is this a minormodification or a major one?2. What is the cause of this situation?3. Is there any dispute that this is the cause?4. What is the history of this situation?5. What are the important facts related to this situation?6. Does this situation involve the organizations relationship with another group?7. If yes, what group(s)?


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Consequences of the Situation

1. How important is this situation to the organizations mission?2. How consistent is this situation with the mission statement or vision statement?3. How serious of a response is warranted to this situation?4. What is the likely duration of this situation: one-time, limited/short-term orongoing/long-term?5. Who or what is affected by this situation?6. What predictions or trends are associated with this situation? (These can beorganizational, industry-related, community relations, nation-related, etc.)7. What potential impact can this situation make on the organizations mission orbottom line?8. Do you consider this situation to be an opportunity (positive) or an obstacle

(negative)for your organization? Why? If you consider this an obstacle, how might youturn it into an opportunity?


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Resolution of the Situation

1. Might information (quality or quantity) affect how this situation is resolved?2. How can this situation be resolved to the mutual benefit of everyone involved?3. What priority does this situation hold for the public relations/communications staffand for the organizations top management?4. How strong is the organizations commitment to resolving this situation?


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B. Research Program

1. What is the basis for the existing information noted above: previous formalresearch, informal or anecdotal feedback, organizational experience, personalobservation, presumption/supposition by planner(s) and/or something else?2. How accurate is this existing information?3. How appropriate is it to conduct additional research?4. What information remains to be obtained?5. If the existing information is not highly reliable, consider additional research, suchas the following: Interviews with key people within the organization Review of organizational literature/information Additional personal observation Interviews with external experts or opinion leaders Surveys with representative publics6. What research methods will you use to obtain the needed information?

Step 2Analyzing the Organization

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Public Relations AuditInternal EnvironmentStructurePerformanceNicheInternal Impediments

Public PerceptionReputationVisibility

External EnvironmentSupportersOppositionCompetitionExternal Impediments

Step 2: Analyzing the Organization

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Analyzing Internal EnvironmentExpanded Planning QuestionsA. Existing InformationPerformance1. What service/product do you provide related to the issue identified in the StrategicPlanning Exercise in Step 1?2. What are the criteria for determining its quality?3. What is its quality?4. Within the last three years, has the quality improved, remained unchanged ordeteriorated?5. How satisfied is organizational leadership with this quality?6. What benefit or advantage does the product/service offer?7. What problems or disadvantages are associated with this product/service?8. What is the niche or specialty that sets you apart from competitors?9. How has the service/product changed within the last three years?10. How is the service/product likely to change within the next two years?11. Should changes be introduced to improve the service/product?12. Are organizational leaders willing to make such changes?


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Structure1. What is the purpose/mission of your organization related to this issue?2. How does this issue fit into the organizational vision?3. Is this expressed in a strategic business plan for your organization?4. What communication resources are available for potential public

relations/marketingcommunication activity: personnel, equipment, time, money and/or somethingelse?5. Within the next three years, are these resources likely to increase, remain

unchangedor decrease?6. How strong is the public relations/communication staffs role in the organizationsdecision-making process?


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Internal Impediments

1. How supportive is the internal environment for public relations activities?2. Are there any impediments or obstacles to success that come from within yourorganization: Among top management? Are these impediments caused by policy/procedure? Are these impediments deliberate? Among public relations/marketing staff? Are these impediments caused by policy/procedure? Are these impediments deliberate? Among other internal publics? Are these impediments caused by policy/procedure? Are these impediments deliberate?3. If you have identified impediments, how can you overcome them?


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B. Research Program

1. What is the basis for the existing information noted above: previous formalresearch, informal or anecdotal feedback, organizational experience, personalobservation, presumption/supposition by planner(s) and/or something else?2. How accurate is this existing information?3. How appropriate would it be to conduct additional research?4. What information remains to be obtained?5. If the existing information is not highly reliable, consider additional research, suchas the following: Interviews with key people within the organization Review of organizational literature/information Additional personal observation Interviews with external experts or opinion leaders Surveys with representative publics6. What research methods will you use to obtain the needed information?


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Analyzing Public Perception


1. How well known is your organization?2. What is the reputation of your organization?3. How do you want to affect this reputation?


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Expanded Planning QuestionsA. Existing Information

Reputation

1. How visible is your service/product?2. How widely used is your service/product?3. How is the product/service generally perceived?4. How is your organization generally perceived?5. Is the public perception about your organization correct?6. What communication already has been done about this situation?7. Within the last three years, has your organizations reputation improved, remainedunchanged or deteriorated?8. How satisfied is organizational leadership with this reputation?


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Image IndexPlace an X at the appropriate location in the following listing:Does your organization consider its product(s) or service(s):

Contemporary -- -- -- -- -- -- TraditionalFun -- -- -- -- -- -- Tedious

High Tech -- -- -- -- -- -- Low TechOrdinary -- -- -- -- -- -- DistinguishedInexpensive -- -- -- -- -- -- Expensive

Practical -- -- -- -- -- -- IdealisticModest -- -- -- -- -- -- Pretentious

Abundant -- -- -- -- -- -- ScarceBeneficial -- -- -- -- -- -- WorthlessEfficient -- -- -- -- -- -- InefficientRoutine -- -- -- -- -- -- Innovative

Essential -- -- -- -- -- -- LuxurySafe -- -- -- -- -- -- Risky

High Quality -- -- -- -- -- -- Low Quality


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B. Research Program

1. What is the basis for the existing information noted above: previous formalresearch, informal or anecdotal feedback, organizational experience, personalobservation, presumption/supposition by planner(s) and/or something else?2. How reliable is this existing information?3. How appropriate would it be to conduct additional research?4. If the existing information is not highly reliable, consider additional research, suchas the following: Interviews with key people within the organization Review of organizational literature/information Additional personal observation Interviews with external experts or opinion leaders Surveys with representative publics


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Analyzing the External Environment


1. What is the major competition for your organization?2. What significant opposition exists?3. Is anything happening in the environment that can limit the effectiveness of thepublic relations program?


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Competition1. How competitive is the external environment of your organization?2. What other organizations compete on this issue?3. What are their performance levels?4. What are their reputations?5. What are their resources?6. What does the competition offer that you dont?7. How has the competition changed within the last three years?8. Within the next three years, is the competition likely to increase, remain unchangedor decrease?


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Opposition

1. What groups exist with a mission to resist or hinder your organization?2. How effective have these groups been in the past?3. What is their reputation?4. What are their resources?5. How have these groups changed within the last three years?6. How have their tactics changed?7. Within the next three years, is the opposition likely to increase, remain unchangedor decrease?


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Competition1. How competitive is the external environment of your organization?2. What other organizations compete on this issue?3. What are their performance levels?4. What are their reputations?5. What are their resources?6. What does the competition offer that you dont?7. How has the competition changed within the last three years?8. Within the next three years, is the competition likely to increase, remain unchangedor decrease?


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External Impediments

1. Is the environment in which you are operating currently growing, stable, decliningor unpredictable?2. What changes, if any, are projected for this environment?3. What impediments deal with customers?4. What impediments deal with regulators?5. What impediments have financial or economic origins?6. What impediments have political origins?7. What impediments originate in society at large?


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B. Research Program1. What is the basis for the existing information noted above: previous formalresearch, informal or anecdotal feedback, organizational experience, personalobservation, presumption/supposition by planner(s) and/or something else?2. How reliable is this existing information?3. How appropriate would it be to conduct additional research?4. What information remains to be obtained?5. If the existing information is not highly reliable, consider additional research, suchas the following: Review of organizational literature/information Review of other published information (books, periodicals, etc.) Review of electronic information (Internet, CD-ROM, etc.) Interviews with key people within the organization Interviews with external experts or opinion leaders Focus groups with representative publics Surveys with representative publics Content analysis of materials6. What research methods will you use to obtain the needed information?


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Analyzing the Publics

Identifying Publics

Identifying Key Publics

Analyzing Key Publics

Example of Typology of Publics Step 2: Analyzing the Organization

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CustomersOccasional/RegularCurrent/Potential/FormerCompetitive/LoyalAge, Ethnicity, Spending Potential or anothervariableMembers/Casual CustomersSecondary CustomersShadow ConstituenciesProducersEmployees/VolunteersVeteran/NoviceVolunteers: Leadership/GrassrootLine/StaffManagement/NonmanagementManagement: Upper/MidNonmanagement: Supervisory/Staff/Maintenance/Production/UniformedManagement/UnionFamilies/RetireesInvestors/ShareholdersDonors/Foundations/GrantorsCurrent/Potential/FormerLimitersCompetitorsOpponentsActivistsHostile Forces

EnablersCommunity Leaders:Governmental/Professional/Business/Union/Educational/Religious/EthnicOrganizations: Service/Professional/Religious/Social/Ethnic/Cultural/Political/EnvironmentalIndustry Association/Regulatory Agencies/Accreditation BodiesProfessional Experts/Consultants/AnalystsGovernment BodiesTown/City/County/State/FederalElective/AppointiveLegislative/Executive/JudicialStaff/Advisory/Committee/DepartmentalMilitary/CivilianMedia: Local/State/Regional/National/InternationalSpecialized:Professional/Financial/Consumer/Religious/Ethnic/Trade/Advocacy/AcademicAvailability: General/Limited/RestrictedPrint/Broadcast/ComputerPrint: Newspapers/Magazines/NewslettersNewspapers: Daily/NondailyElectronic: Television/RadioTelevision: Broadcast/CableRadio: AM/FM; Commercial/PublicComputer: News Groups/Web Sites


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Analyzing the Publics

Identifying Publics

Identifying Key Publics

Analyzing Key Publics


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Identifying Publics


1. Who are the major publics for your organization?2. Who are the key publics for this situation?3. Who are the intercessory publics or major opinion leaders?


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Identifying Publics


Customers1. Who are your primary customers?2. Who are your secondary customers (who uses the products or services of yourprimary customers)?3. How have your customers changed within the last three years?4. How are your customers likely to change within the next three years?Producers1. Who produces your service/product?2. Who provides your organization with services and materials?3. Who provides money?4. How have your producers changed within the last three years?5. How are your producers likely to change within the next three years?


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Enablers1. Who are opinion leaders among your customers?2. Who are your colleagues?3. Who are your regulators?4. How have regulators helped you within the last three years?5. With whom do you have contracts or agreements?6. What media are available to you?7. How have the media helped you in the last three years?8. How have your enablers changed within the last three years?9. How are your enablers likely to change within the next three years?Limiters1. Who are your competitors?2. Who are your opponents?3. What type of opponents are they: advocates, dissidents, activists or zealots?4. Who can stop you or slow you down?5. How have your limiters changed within the last three years?6. How are your limiters likely to change within the next three years?


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Intercessory Publics and Opinion Leaders1. What publics are in a position of influence with your key publics?2. How likely is it that they will speak for your organizations position?3. Who are formal opinion leaders for this audience: elected government officials,appointed government officials or someone else?4. How likely is it that they will speak for your organizations position?5. Who are informal opinion leaders for this audience: family leaders, neighborhoodleaders, occupational leaders, religious leaders, ethnic leaders and/or communityleaders?6. How likely is it that they will speak for your organizations position?7. Who are vocal activists on this issue?8. How close is their position on this issue vis--vis the organizations?9. How likely is it that they will speak for your organizations position?


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B. Research Program1. What is the basis for the existing information noted above: previous formalresearch, informal or anecdotal feedback, organizational experience, personalobservation, presumption/supposition by planner(s) and/or something else?2. How reliable is this existing information?3. How appropriate would it be to conduct additional research?4. What information remains to be obtained?5. If the existing information is not highly reliable, consider additional research, suchas the following: Review of organizational literature/information Review of other published information (books, periodicals, etc.) Interviews with key people within the organization Interviews with external experts or opinion leaders Focus groups with representative publics Surveys with representative publics6. What research methods will you use to obtain the needed information?


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Identifying Key PublicsA. Directions for Use1. On the Priority Worksheet (Exhibit 3.4), first assign a letter from A to K to eachpublic you want to compare. The worksheet will accommodate 11 choices at a time;the order of listing is of no consequence. List each of the publics in the spacesmarked A, B, C . . . J along the right-hand column and the spaces marked B, C,D . . . K along the top row. Note that choices Aand K are not duplicated in the listings.Also record the key public names on the Scoring Chart (Exhibit 3.5).2. Comparing each possible combination of itemsAB, AC, AD, AE . . . BC, BD,BE, BF, etc.mark the letter of the item you think is the more important public. Ineach box, also enter a comparative rating number (for example, A1 or C3) usingthe following scale: 1 slightly stronger preference; 2 moderately strongerpreference; 3 much stronger preference.3. When all possible pairs are considered, add the rating numbers for each letter. Enterthis number on the Scoring Chart. If just one person is setting the priorities, enterthe number in the Total column. If more than one person is setting the priority, enterthe numbers for each person in columns in the Scoring Chart, beginning at the left.Add these and enter the sum in the Total column. For the average, divide this totalby the number of persons.4. The resulting sore provides a sense of the priority being given to eachindividual item.

Priority Worksheet Step 3: Analyzing the Organization

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K J I H G F E D C BABCDEFGHIJ

Scoring Chart Step 3: Analyzing the Organization

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Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Rating 6 Rating 7 Total Average

ABCDEFGHIJK


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Expanded Planning QuestionsA. Existing Information1. Who is your key public?2. Indicate the category below that best describes that key public at this time and consider the public relations response indicated.Category

Latent publicFaces an obstacle or opportunity vis--vis the organizationDoes not yet recognize this situation or its potential

Apathetic publicRecognizes an obstacle or opportunity vis--vis the organizationDoes not perceive this issue as important or interesting

Aware publicRecognizes an obstacle or opportunity vis--vis the organizationNot yet organized for action

Active publicRecognizes an obstacle or opportunity vis--vis the organizationPreparing to organize or already organized for action

Response

Monitor the situation, anticipating change toward awareness. Meanwhile, begin to plan a communication process to provide information about the issue, explain its significance to the public and present your organizations opinion or intended action.

Monitor the situation, looking for any change toward perceiving the relevance of the issue. Meanwhile, begin to plan a communication process to provide information about the issue, explain its significance to the public and present your organizations opinion or intended action.

Initiate a communication process to present the issue, explain its significance to the public, and present your organizationsopinion or intended action.

Because you did not communicate sooner, you must now engage in reactive communication, responding to questions and perhaps to criticism and accusations without being able to control the tone or themes of the messages.


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Analyzing Key Characteristics

Issue1. What does this key public know about this issue?2. What does this public think about this issue?3. What does this public want on this issue?4. What does this public not want on this issue?5. What does this public need on this issue?6. What problem(s) does this public have related to this issue?7. What does this public expect from the organization vis--vis this issue?8. How free does this public see itself to act on this issue?


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Organization (including product/service)1. How does or how might the key public affect your organization?2. How does or how might your organization affect this public?3. What does this public know about your organization?4. How accurate is this information (compared to information in Step 2)?5. What does this public think about your organization?6. How satisfied are you with this attitude?7. What does this public expect from your organization?8. How much loyalty does this public have for your organization?9. How organized or ready for action on this issue is this public?10. How influential does this public see itself as being within the organization?11. How influential does the organization see this public as being?


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12. Place an X at the appropriate location in the following listing:Does this key public think the image of your organizations product(s) orservice(s) are:

Contemporary -- -- -- -- -- TraditionalFun -- -- -- -- -- Tedious

High Tech -- -- -- -- -- Low TechOrdinary -- -- -- -- -- DistinguishedExpensive -- -- -- -- -- Inexpensive

Idealistic -- -- -- -- -- PracticalModest -- -- -- -- -- Pretentious

Scarce -- -- -- -- -- AbundantWorthless -- -- -- -- -- BeneficialEfficient -- -- -- -- -- InefficientOrdinary -- -- -- -- -- Innovative

Essential -- -- -- -- -- LuxuryRisky -- -- -- -- -- Safe

High Quality -- -- -- -- -- Low Quality


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Analyzing Key Characteristics13. What are the similarities and the differences between your organizations self-

image and the image of it held by this public?Communication1. What media do this public use among each of the following: personal

communicationchannels, organizational media, news media and advertising/promotional media?2. Is this public actively seeking information on this issue?3. How likely is this public to act on information it receives?4. Who are credible sources and opinion leaders for this public?Demographics/Psychographics1. What is the average age of members of your key public?2. Where is your key public located geographically?3. What is the socioeconomic status of your key public?4. What products or services does your key public commonly use?5. What are the cultural/ethnic/religious traits of your key public?6. What is the education level of your key public?7. What lifestyle traits does your key public have?8. Are there other relevant characteristics


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Analyzing Key CharacteristicsPersonality PreferencesPlace an X at the appropriate location in the following listings:Information Presentation: Is this public more likely to prefer messages:that present..............................facts -- -- -- -- -- -- or ideasthat deal with.....................certainty -- -- -- -- -- -- or possibilitythat point toward..................what is -- -- -- -- -- -- or what might bethat give information..........literally -- -- -- -- -- -- or figurativelythat depict................common sense -- -- -- -- -- -- or a visionInformation Content: Is this public more likely to prefer messages:that are addressed to..........the head -- -- -- -- -- -- or the heartthat are based on.....logic and reason -- -- -- -- -- -- or sentimentthat seek to.........convince the mind -- -- -- -- -- -- or touch the emotionsthat lead one to....................analyze -- -- -- -- -- -- or sympathizethat focus on..........things or groups -- -- -- -- -- -- or individualsBenefits1. What benefit or advantage does your organization offer each public?2. How does this benefit differ from the benefits available from other organizations?


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B. Research Program1. What is the basis for existing information noted above: previous formal research,informal or anecdotal feedback, organizational experience, personal observation,presumption/supposition by planner(s) and/or something else?2. How reliable is this existing information?3. How appropriate would it be to conduct additional research?4. What information remains to be obtained?5. If the existing information is not highly reliable, consider additional research, suchas the following: Interviews with key people within the organization Interviews with external experts or opinion leaders Review of organizational literature/information Review of other published information (books, periodicals, etc.) Review of electronic information (Internet, CD-ROM, etc.) Focus groups with representative publics Surveys with representative publics6. What research methods will you use to obtain the needed information?

Company name Strategic communication planPhase One FORMATIVE RESEARCHStep 1 Analyzing the SituationStep 1: Analyzing the SituationSlide 5Slide 6Slide 7Slide 8Step 2 Analyzing the OrganizationStep 2: Analyzing the OrganizationSlide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Slide 23Step 3: Analyzing the OrganizationExample of Typology of Publics Step 2: Analyzing the OrganizationSlide 26Slide 27Slide 28Slide 29Slide 30Slide 31Slide 32Priority Worksheet Step 3: Analyzing the OrganizationScoring Chart Step 3: Analyzing the OrganizationSlide 35Slide 36Slide 37Slide 38Slide 39Slide 40Slide 41