Public relations practices 2010
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Transcript of Public relations practices 2010
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Prof Dennis WilcoxPublic Relations Practices 2010
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Public Relations Practices 2010
Strategic Communications & Public Relations Center
University of Southern California
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Purpose of Study• Continuing monitoring of trends in PR practice• Provide practitioners with data to better
manage communications in their organizations.
• Identify Best Practices to Benchmark their own organizations.
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Survey Sample: 380
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Respondents by Region
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Budget Responsibility
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Top Five ResponsibilitiesUnder $1 billion USD1. Corp comm & reputation
2. Employee comm3. Executive comm4. Crisis management5. Marketing PR/Product PR
More than $40 billion USD1. Executive comm2. Digital/social media3. Crisis management4. Marketing PR/Product PR
5. Corporate comm & reputation
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Top Five ResponsibilitiesGovernment Agencies1. Image/graphic standards2. Community relations3. Website 4. Marketing PR/Product PR5. Employee relations
Nonprofits1. Comm/reputation2. Website3. Image/graphic standards4. Advertising/image issues5. Marketing PR/Product PR
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Use of digital/social media in rank order of use
Online videos
Social networking sites
Microblogs/Twitter
RSS Feeds
Blogs
Audio podcasts
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Survey Findings• Respondents use digital/social media to
moderate degree – but anticipate greater reliance on them.
• Online video most popular – growing importance of visual communications.
• PR/Communication departments have emerged as strong player in digital & social media.
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Use of Digital/Social Media
• Positively correlated with:– How seriously PR/Communication
recommendations are taken by senior mgt– The inclusion of PR invited to senior-level planning
meetings– The likelihood that the CEO believes PR
contributes to sales and financial success
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The Future……• “We have entered an era in which
virtually all organizations must think of themselves as content providers, with that content taking multiple forms.”
– Gerald Swerling, director of Strategic Public Relations Center at USC.
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Measurement/Evaluation• Organizations spend only about 4 or
5 percent of budget on measurement -- a figure that hasn’t changed for the past five years despite advances in sophisticated software and a greater number of tracking services.
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Measurement/Evaluation• Continued reliance on:
– Total circulation– Total impressions– Total number of clips– Total clips in “top tier” media– But “ad equivalency” of clips ranks low by
respondents as a measurement tool.
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Some Correlations Regarding Measurement
• PR recommendations taken seriously by the CEO correlated with:– Primary research – pre and post campaign analysis– Use of reputation tracking services– Digital/social media metrics– Crisis avoidance/mitigation– Influence on corporate culture/reputation
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Some Correlations Regarding Measurement
• Size of PR/Communication budget correlated to:– Use of reputation tracking services– Metrics for digital/social media– Influence on corporate culture/reputation– Influence on share of voice– Influence on employee attitudes/morale– At bottom of list --- news clips and other similar
devices.
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Some Correlations Regarding Measurement
• If PR is integrated with other functions such as marketing, this correlates with such measurement methods as:– Contribution to market share– Contribution to profitability– Influence on corporate culture/reputation– Influence on stock performance– Monitoring and participating in social media
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Reporting Lines
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Line ReportsCompanies under $1 billion
• 42 percent report to C-suite
• 17 percent report to marketing
Companies over $40 billion
• 60 percent report to C-suite
• 6.7 percent report to marketing
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Line ReportsGov’t Agencies
• 68 percent report to chief executive of agency
• 18 percent report to multiple managers
Nonprofits
• 62 percent report to the head of the organization
• 21 percent report to multiple department heads
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Integration With Other Units
• General Findings:– About 5 on a scale of 7 – Large companies tend to be more
integrated than smaller companies– Gov’t agencies and nonprofits tend to have
less integration
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Contribution of PR to Organization Success
• Senior management’s perception:– 1. Marketing– 2. PR/Communications– 3. Sales– 4. Strategic planning– 5. HR– 6. Information technology– 7. Legal & Security
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Key Findings• On a 7 point scale:
– PR recommendations are taken seriously by management: 5.8
– PR attends top level strategy meetings: 5.4– PR contributes to financial success: 5.2– PR contribution to sales: 4.8
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The Most Successful Orgs
• Characteristics:–A good reputation–Being proactive–Thinking long-term for strategy–Being ethical–Innovative
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Correlations of Data• Respondents reporting to CEO are more likely
to report:– They have bigger budgets/staffing– Their recommendations are taken seriously– They participate in senior-level meetings– Their organizations have better reputations
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Correlations of Data• Respondents reporting their PR functions are
better integrated are more likely to report:– Their CEO believes PR contributes to financial
success.– They have bigger budget increases– Their CEO takes PR recs seriously– They participate in top-level strategy meetings
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Key Findings• PR practitioners can no longer say, “PR
Doesn’t get the respect it deserves.”• “Instead they must ask themselves what is it
about this particular organization, my role in this organization, or my performance, that causes the function to suffer from a deficit of respect.”– Gerald Swerling, USC
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Thanks for your attention
Dennis L. Wilcox, Ph.D.Professor Emeritus San Jose State [email protected]
Website for Strategic Communications & public Relations Center, University of Southern California (USC):www.annenberg.usc.edu/sprc