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including guidelines and resource box. Robert A. Kelly © 2003.

Can Small PR Firms Deliver Huge Results?

They can when they invest in the basics. The best of them
obviously rely on some form of public relations fundamental
premise to produce winners across business environments
from rockets and orange juice to product recalls and indicted
CEOs.

But, chances are the top producers among small PR firms
have built their businesses on a premise like this one:

People act on their own perception of the facts before them,
which leads to predictable behaviors about which something
can be done. When we create, change or reinforce that opinion
by reaching, persuading and moving-to-desired-action those
people whose behaviors affect the organization, the public
relations mission is accomplished.

Public relations firms who do not base their work on a
premise like this one are well-advised to consider doing so.

The reason? Their clients are subject to the same realities as
the rest of us, realities that never change. People usually behave
based on their perception of the facts. And clients usually
demand certain behaviors from those “publics” whose
behaviors have the most impact on their businesses.

Even more to the point, when client managers start looking
for a return on their public relations investment, they want to
see the kind of key stakeholder behavior change that leads
directly to achieving their objectives.

Which is why, especially for the small PR firm anxious to meet
client needs, there is no better performance measure at which
to aim.

However, for those small PR firms not yet guided by any kind
of public relations fundamental premise, here is a suggestion.

Consider the premise outlined above, then take a shot at convin-
cing a new or current client to let you produce a broader, more
productive public relations effort for his or her company. And
remember, the fundamental premise of public relations outlined
above is a great equalizer placing all public relations firms on
a level playing field when it comes to the effectiveness of the
process. It especially targets those firms with a client who
expects the best value from PR dollars spent, not simply a
limited and mechanical publicity placement effort.

In other words, consider using the premise as a means for going
after higher quality new business, or upgrading an account and
broadening the work performed for a savvy client who wishes
to squeeze every benefit out of the money they spend on public
relations.

Start by listing a client’s most important outside audiences in
priority order – audiences whose behaviors directly and visibly
affect client success or failure. At the top of such a list are
usually prospects and customers. But it could well include
community residents, business and political leaders, suppliers,
minorities, fraternal groups, nearby military personnel and
union leaders. The target list might even include “clients of
your client” where such activity is a high priority for that
client.

The test for listing an audience is this: does its behaviors affect
my client’s business in any way? If they do, they belong on
the list.

Obviously, you must now determine what members of that
key external public think about your client and his or her
business, in order to build and implement a successful public
relations effort. And that means interacting with members of
that audience and asking a lot of questions. What do they
think about your client company and its products and services?
Are there signs of negativity? Misconceptions? Inaccuracies?
Rumors?

The answers to these questions allow you to establish the
corrective public relations goal, i.e., a specific perception and,
thus, behavior change. For example, clear up that misconception,
correct that inaccuracy, or knock down that rumor as soon as
possible.

How do you achieve that goal? Right! You select a strategy
that will get you from here to there. And there are just three
strategies to deal with a perception challenge: create perception
(opinion) where there may be none, change existing perception,
or reinforce it. Your choice will be dictated by your new public
relations goal.

Clearly the most challenging step in this sequence is preparing
the right message for delivery to the target audience. It must
make a compelling case, so think about it carefully. It must state
clearly that the offending misconception, inaccuracy or rumor
is not the truth. Instead, layout that truth in a credible manner.
The hallmarks of such a message are clarity, persuasiveness,
credibility, believability and a compelling presentation.

Now it’s time for the “beasts of burden,” the communications
tactics which will carry your carefully-scripted message to the
eyes and ears of that target audience. Happily, there are a ton
of such tactics at your disposal. Of course, you will want to
double check the ability of each to zero in on your specific
audience. As most PR firms are aware, they range from news-
letters, press releases and radio and newspaper interviews to
newsworthy surveys, sports sponsorships, op-eds and many,
many more.

In short order, clients will be interested in evidence that the
public relations effort is achieving results. The best way to
demonstrate progress is by reporting on the results of a new
round of perception monitoring among members of that
target audience. You’re looking for signs that their percep-
tions now reflect the corrective elements of your message

Your clients are subject to the same realities as the rest of us,
realities that never change. As noted, people usually behave
based on their perception of the facts. And clients usually
demand certain behaviors from those “publics” whose
behaviors have the most impact on their businesses.

Small (and large) PR firms have little choice but to go after
those perceptions with a vengeance.

That is how that small PR firm can deliver huge results.

end

About the Author

Bob Kelly counsels, writes and speaks about the fundamental
premise of public relations. He has been DPR, Pepsi-Cola Co.;
AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport
News Shipbuilding & Drydock Co.; director of communications,
U.S. Department of the Interior, and deputy assistant press
secretary, The White House. mailto:bobkelly@TNI.net
Visit: http://www.prcommentary.com