Saturday, January 28, 2006

PR v Marketing - Ballance Sheet v P&L

Marketing v PR is not just a semantic discussion it is about different views of both an organisation and the public. It is about management strategy.

The difference between the two approaches is fundamental to the strategic direction of organisations. For those managers who seek to grow a company, there is a need to invest in Public Relations and for those who have to offer shareholder return they must spend on marketing.

Marketing, in its highest form of relationship marketing, is predicated on an organisation reacting with its stakeholders, those social groups that may have a 'stake' in the organisation.

It looks from the organisation outward.

Public Relations in its relationship management role is predicated on the organisations' role in society.

It seeks a place in society.

Marketing has to communicate with social groups to make stakeholders take notice.

Public relations has to engage in conversation in those cultural spaces and through the relevant channels for communication that are used by society.

Marketing has to explicate explicit tokens (brands, products, organisation).

Public Relations seeks commonality of values and mutual value creation in cultures. It creates 'a place in society for the organisation.'

Marketing has a high end - up front cost, short term wins and is good for the bottom line.

Public Relations required long term investment, has long term effects and is good for the balance sheet.

Public Relations drives Marketing because it creates value and marketing has to respond with reasonable return on share (stock) value.

Marketing puts stress on cash flow because of its up front cost and the cost of meeting consumer expectations. Public Relations offers enhanced asset value to mitigate the cost of Marketing.

Marketing provides the process by which revenues can be derived from assets.

Public Relations provides the process by which values are created from assets.

Public Relations creates balance sheet value for Marketing investment.

Return on Investment in Public Relations will appear on the balance sheet. ROI from Marketing will appear as revenue.

The difference between the two approaches is the difference in perspectives. Marketing on the one hand is looking out from a perspective of the dominant coalition while Public Relations facilitates an organisation joining in and contributing to cultures for mutual benefit.

Picture: Two sided







Friday, January 27, 2006

What is PR again? - discuss

A colleague has been been watching through the metaphorical (internal email) window a 'strange academic lathering that has reached pre-orgasmic proportions, and felt obliged to ride in with a large bucket of ice-cold water.' He continued: “In over a quarter century of talking to companies that want to communicate with their customers I've not met one that cares a rancid fig about what you call these activities: they just want to know "does it work?" If it does, it's all the same. And it's all the same.”

The debate was over a comment that said: “The market for PR and communications professionals can only be described as extremely healthy. A recent article in The Economist magazine (January 19th, 2006), cites PR as 'an increasingly vital marketing tool' and added: So there we have it – Public Relations IS part of Marketing!”

Of course we all know that The Economist is at the forefront of PR and marketing theory and practice and understands a networked economy..... But that aside, the debate is an interesting one.

Here is a counter challenge:

For those who don't care a rancid fig about what you call these activities, I would suggest they look at where they get the best bang for the buck and look at the comments about PR in brand development and the work on of David Wolfe or Elizabeth Albrycht for inspiration.

“Sir Edward B. Tylor 1871: "culture or civilization, taken in its wide ethnographic sense, is that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by man as a member of society".

There are sub cultures Which I talked about earlier this week.


Thus, a process that manages relationships changes cultures.

Managing relationships between an organisation and its constituency changes its cultural space.

This requires that we need to understand what we mean by 'an organisation' and 'a relationship'. Here are views expressed in my paper to the

Allen Rawel conference.



An organisation is the nexus of relationships (forget Coarse – the father of a bastard son – the Stakeholder model). A relationship is formed round commonly exercised and explicit tokens and implicit (cultural) values.

Furthermore it is my belife that: “Without effective relationships all other corporate assets are at risk. Sources of capital,raw materials and services, valuable Intellectual Assets, markets, customers and the processes throughout the value chain are completely dependent on relationships between people within companies and their counterparts without.” To be published next month.


In the Relationship Management model, Public Relations is that complex whole which creates cultural space for an organisation including knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by man as a member of society to lever values though the creation of effective relationships.

Marketing is predicated on Coarse and is about contracts on one hand and social groups (stakeholders) on the other. Today more than any other time, this is too clumsy and marketing has to change. Cultures decide classification and the nature of things. The sale of a product or
service is part of a continuing conversation within relationships and is granular. Marketing, as practiced, is a red herring in this debate. It is dependent on a Marxist structuralist approach

The alternative is post modern and favours Georg Simmel.


Public Relations is predicated on personal issues and publics of one are common - its part of the mindset.

Would PR and marketing be understood and practised differently in a democratic v a capitalist society? Yes. Both are caustic. In a democratic society the opportunity for conversation is diminished – the market is removed. In a capitalist society there is the need for (monopolistic) structuralism - the market is removed. So far poorly explicated, the network society has some merit!

Public Relations is about changing (interfering) with culture.

Picture: Relationship Marketing Amicus Group


Thursday, January 26, 2006

Where's the money

The problems encountered by the publishing industry in making money from online content is an issue or PR as well.

Content has, in the end, to be paid for. In addition, we find that 'content' is not the only thing people seek on the Internet. AOL with all the content available from its Time Warner acquisition, found that its subscribers sought more. The subscription approach does not seen to be optimum access to the Internet by consumers. The amount of access via mobile and and Wifi is growing very rapidly.

Perhaps it is helpful to look further back and see how content has acquired value in other paradigms.

Looked at from an historical perspective we can go back 6000 years to see the use and development of of written content. Then, there were shopping lists, inventories and, later, letters. In addition, wall posters provided information and the big propaganda included great pictures as well as script carved into stone.

Regular publications have been created and distributed by governments for millennia, including Acta Diurna, a listing of events ordered by Julius Caesar in ancient Rome.

The world's oldest newspaper in print, Post- och inrikes tidningar is the publications used for official announcements. It has been published for 360 years, starting at 1645 under the rule of Queen Kristina as a government voice to tackle rumour and present an official Swedish view of national and international events. A similar publication, The London Gazette began publication in 1665. These publications have in common a monopoly. They are the place for 'official' announcements and are regarded as having legal authority.

The evolution of newspapers is no more than a technological phenomenon that allowed mass production using the printing press.

Monetising print was relatively simple. Broadly, content was published at a cost to the writer. Then it was paid for by the publisher, and then readers were asked to buy copies to pay for the cost of production and then came advertising.

It can be argued that the media we use describes us. We call people who find most of their news on-line 'geeks' and people who read 'serious' newspapers are 'bookish'. Television users are sometimes described as 'couch potatoes.'

Marshall McLuhan (1967) argued that the medium is the message; what's important is not, for instance, what people watch on television but rather that they watch it. Given their symbolic dependency, changes in both social systems and self-systems have resulted. This applies to the Internet too. But as we can see here, the Internet opens up a wide range of communications channels. Such channels can have wide acceptance or can be niche.

This gives us a social model and four economic models.

In the economic model, the writer, publisher pays, a sponsor pays and the advertiser pays. And there were, and are, hybrids. This model survived from print, to radio and thence to television but was nuanced on the way.

The presence of advertising on web sites works quite well although it was hard for the advertising industry to learn that the idea of pushing messages to people who use the internet to pull information, was counterproductive. The only way that such activity really works is by using the Internet's ability to communicate to millions very cheaply as in the case of email marketing (spam) which is like old fashioned leafleteering. The difference in the new model is that the people seek information and then seek advertisements/information (or the means to buy). This is not the same as paying for editorial content/intellectual property.

In addition, among publishers there is a wide debate covering aspects of the publishing model from academic to Art to News and among freelance communities.

But there are models where people are prepared to support content. Here are some examples of the way that online content is being used. Journalists are paid because they are popular and this can also lead to a subscription model. This is a self defeating model because readers do not see the work and cannot judge whether the content is worth the subscription.

Citizen journalism is recognised as providing usable content which can lead to sponsorship.

Contributors can, of course, go direct to the market and attract advertisers. Which applies to podcasts as well as Blogs and other editorial on-line. Streamed on-line video has a future too and combines some traditional television content production with citizen journalism.

The social model frames the readership/audience within a communication channel. Given that there are some 25 communications channels in daily use this offers both choice to the consumer and smaller, ever more niche audiences. The use of these devices can be very specific to environments. For example lifestyles may use communication channels in the following way: breakfast television; iPod travel to work; PC at work; wifi over lunch and so forth.

In addition within each channel, the consumer is looking for specific information/stimulus. This is much more specific than typical RSS feeds. The feed of news from aggregators and publishers tends to be limited to broad categories. Most people want news that is specific to their need.

There is then the issue of how long it takes to acquire information. Time poor, cash rich people will pay over the odds for gratification. Content online can provide this but when not available, people go to extraordinary lengths to find it. Frustration abounds and even the best search engines are not all that people want them to be. "Mobile phone users are increasingly relying on their handsets for up-to-the-minute news and information when they are on the move," said Tim Faircliff, general manager of Reuters Digital Media UK.

This gives us a clue as to where the money is:


  • Publishing monopolies 'official' information (company information, government information, facts and information that is essential to 'survive' on the.

  • Published content can be made available via subscription services.

  • With attractive content, its creators can go direct and collect money from click through advertisement such as Google Adsence.

  • Contributions offered through a sponsor/third party with an established readership (or publishing brand) and be paid for click through advertising.

  • Added value content to an intellectual property or product and be paid a proportion of its sale price (e.g. Wiki help files and added content, interactive bill board).

  • Copy/broadcast content can be attached to hardware and software (X-box, Interactive billboard etc)

  • Create content that is very specific to the user.

  • Create content which is easily available to time poor, money rich users with time sensitive content.

  • Create content that aids actualisation of the user.

There are a lot of experiments looking for answers to monetising content.

The Telegraph has taken the plunge into the podosphere and launched a daily podcast offering selected articles from the newspaper. It claims to be the first UK newspaper to launch such a service.

The Hull Daily Mail newspaper introduced video reports into its online local news coverage this week just days after six of its print journalists underwent an intensive videojournalism bootcamp.

A different approach could be monetising the USP of the Internet which is interactivity and self actualisation motives.

Looking from a Maslow perspective.


Physiological needs

The first need for the body is to achieve homeostasis. This is obtained through the consumption of food, water and air. When some needs are unmet, a human's physiological needs take the highest priority. As a result of the prepotency of physiological needs, an individual will deprioritize all other desires and capacities. Physiological needs can control thoughts and behaviors, and can cause people to feel sickness, pain, and discomfort.

Maslow also places sexual activity (at its most basic) in this category, as well as bodily comfort, activity, exercise, etc.

If the constituency believes that the podcast is essential for them to get food, watter, air, sex, and bodily comfort, then it will have high value and they will pay for it – we see some evidence for this but it is not mainstream.

Safety needs

When the physiological needs are met, the need for safety will emerge. Safety and security ranks above all other desires; a properly-functioning society tends to provide security to its members. Sometimes the desire for safety outweighs the requirement to satisfy physiological needs completely.

Here is a better opportunity for on-line communicators. By including content that will make people physically safe, safe in their community or even safe in their job, there is an opportunity for monetisation.

Love/Belonging needs

After physiological and safety needs are fulfilled, the third layer of human needs are social. This involves emotionally-based relationships in general, such as friendship, sexual relationship, or having a family. Humans want to be accepted, and to belong to groups, whether it be clubs, work groups, religious groups, family, gangs, etc. They need to feel loved (sexually and non-sexually) by others, and to be accepted by them. People also have a constant desire to feel needed.

We see in these needs greater opportunities for the online community. The friends reunited phenomena is writ large here and we see numbers of web dating sites, sex sites and blogs working in this arena and making money. The communities online are expressions of the need to be loved and to belong.

The online community is well embedded here and is making serious money at it too.

Esteem needs

There are two versions of esteem needs - the need for the respect of and recognition by others, and the need for self-respect.

Here we see the needs of the journalist writ large and so the podcaster or blogger has to work hard at creating, sustaining and developing reputation.

Being needs

Though the deficiency needs may be seen as "basic", and can be met and neutralized (i.e. they stop being motivators in one's life), self-actualization and transcendence are "being" or "growth needs" (also termed "B-needs"), i.e. they are enduring motivations or drivers of behaviour.

Self-actualization

Self-actualization (a term originated by Kurt Goldstein) is the instinctual need of a human to make the most of their unique abilities. Maslow described it as follows:

Self Actualization is the intrinsic growth of what is already in the organism, or more accurately, of what the organism is. (Psychological Review, 1949)

A musician must make music, the artist must paint, a poet must write, if he is to be ultimately at peace with himself. What a man can be, he must be. This need we may call self-actualisation. (Motivation and Personality, 1954.)


Maslow writes the following of self-actualizing people:

  • They embrace the facts and realities of the world (including themselves) rather than denying or avoiding them.

  • They are spontaneous in their ideas and actions.

  • They are creative.

  • They are interested in solving problems; this often includes the problems of others. Solving these problems is often a key focus in their lives.

  • They feel a closeness to other people, and generally appreciate life.

  • They have a system of morality that is fully internalized and independent of external authority.

  • They judge others without prejudice, in a way that can be termed objective.

Here the needs of the audience are quite complex. The content that is essential for people with these needs is news, stimuli, issues, a community interest and breadth and scope of information.

Self-transcendence

At the top of the triangle, self-trancendence is also sometimes referred to as spiritual needs.

Viktor Frankl expresses the relationship between self-actualization and self-transcendence clearly in Man's Search for Meaning. He writes:

The true meaning of life is to be found in the world rather than within man or his own psyche, as though it were a closed system.... Human experience is essentially self-transcendence rather than self-actualization. Self-actualization is not a possible aim at all, for the simple reason that the more a man would strive for it, the more he would miss it.... In other words, self-actualization cannot be attained if it is made an end in itself, but only as a side effect of self-transcendence. (p.175)

Maslow believes that we should study and cultivate peak experiences as a way of providing a route to achieve personal growth, integration, and fulfillment. Peak experiences are unifying, and ego-transcending, bringing a sense of purpose to the individual and a sense of integration. Individuals most likely to have peak experiences are self-actualized, mature, healthy, and self-fulfilled. All individuals are capable of peak experiences. Those who do not have them somehow depress or deny them.

Maslow originally found the occurrence of peak experiences in individuals who were self-actualized, but later found that peak experiences happened to non-actualizers as well but not as often. In his The Farther Reaches of Human Nature (New York, 1971) he writes:

I have recently found it more and more useful to differentiate between two kinds of self-actualizing people, those who were clearly healthy, but with little or no experiences of transcendence, and those in whom transcendent experiencing was important and even central … It is unfortunate that I can no longer be theoretically neat at this level. I find not only self-actualizing persons who transcend, but also nonhealthy people, non-self-actualizers who have important transcendent experiences. It seems to me that I have found some degree of transcendence in many people other than self-actualizing ones as I have defined this term …

Ken Wilber, theorist and integral psychologist who was highly influenced by Maslow, later clarified a peak experience as being a state that could occur at any stage of development and that "the way in which those states or realms are experienced and interpreted depends to some degree on the stage of development of the person having the peak experience." Wilber was in agreement with Maslow about the positive values of peak experiences saying, "In order for higher development to occur, those temporary states must become permanent traits." Wilber was, in his early career, a leader in Transpersonal psychology, a distinct school of psychology that is interested in studying human experiences which transcend the traditional boundaries of the ego.

Here we gain some insights into the real value of relationships. They are at their best when temporary states must become permanent traits. For example: When being of an online community is part of a regular cultural experience.

It is a state when public relations changes the cultural norms of a person and where the values involved transcend other inhibiting restrictions and a person is then only to willing to pay.

Picture: Adam Maslow







How PR can affect culture

We live in a culture right? Wrong. Even among sociologists there is debate about what culture really means. From Wikipedia, we can take a broad view:

Sir Edward B. Tylor wrote in 1871 that "culture or civilization, taken in its wide ethnographic sense, is that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by man as a member of society."

Public Relations is about conversations with people in a common cultural setting. Here, I attempt to show how one might identify the culture and norms in communication that apply to such conversations.

Where extensive sociological research has been carried out on audiences, it has often been concluded that the ways media are used can depend upon social or cultural position.

A networked society which is predicated on conversations via a mobile phone, the web or even the ubiquitous 'red button' on a TV as well and more 'normal' media. The notion of a culture that is not at least interactive and often a conversation has to understand that consumers select, adapt and utilise media for their own purposes, rather than merely receiving messages.

It is then quite reasonable to examine some media to identify the niche it occupies and how it relates to specific cultures.

For example, one could argue that there is a culture that can be described as the GoogleNews cultural space. In this space a particular type of person, at a moment in time and in a specific (computer interactive) environment identifies cultural knowledge with GoogleNews.

Here is knowledge that is relevant and a place for existing that follows a common description of culture:

  1. values a core of underlying values that contribute to our system of beliefs, ideas and/or opinions

  2. norms a rule that is socially enforced.

  3. artifacts being a man-made object which gives information about the culture of its creator and users.

The values are inherent in the Google algorithm reflect our systems of beliefs, ideas and opinions.

Google news is accepted in our culture and is enforced by the GoogleNews algorithm.

GoogleNews is a man made artifact which gives information about the culture of its creators and users.

So far so good. Now if we examine GoogleNews, we gain an insight into the culture of the GoogleNews cultural space. It gives us a view of the landscape.

If we look at the GoogleNews cultural space in a way that a user might view it we can gain a closer insight into the culture of such a user, at a time when they are using such space.

We might, for example search for news about the 'World Economic Forum'.

Here we will see citations over the preceding month that a user could access and should such a user follow the fortunes of the World Economic Forum we can replicate the cultural space they inhabit.

It will reflect the on-line content of a wide range of publications around the world and the information that is important to users in such a cultural space.

This is not to say it will reflect the culture of the user but that it will reflect the cultural interests of the user when occupying this GoogleNews cultural space.

This is a proactive activity and shows that the user has chosen this cultural niche and thus there is a form of imperative to occupy such a space.

We can thereby identify the interests of the user and by analysing such interests we gain an insight into the cognitive inputs about the culture selected.

A semantic analysis of the concepts provided would include words like Global, Leaders, Freedom, Muslim, World, Business, Davos, Poland and China and so on. The explicit content about people places and organisations (nouns) gives us a clue about the tokens being written using part of speech tagging.

The other concepts also show us the values that attach to such explicit descriptions.

The relative weighting of such text components and their frequency of mention will reveal the extent to which concepts about people, places, things and their values are exposed to the user and, overall the relative strength of tokens and values.

This gives us a considerable insight into the things that are significant in the culture of the user and the values that user is able to identify with this culture.

This is very powerful intelligence for a Public Relations person when seeking to engage with constituents such as the user.

This is subject specific and also shows what the user understands by way of things and their values.

Holding a conversation (even advertising) to this audience is now much easier because we can use the language and the values that are understood by the user.

This communication is about communicating using common values, a common currency that is valued by the user.

PR needs to learn much more about culture and how it affects culture and can be effective within cultures.


Picture: Professor Ken Gelder's site

Monday, January 23, 2006

Serving the Industry

An examination of groupings of practitioners with a common practice and interest is available by examination of special interest groups within the Associations that represent PR practitioners. This identifies the extent to which the Associations both serve the ambitions of members and the extent to which these Associations can bring interested practitioners together in their own self interest.

Evidence of this support and enthusiasm for areas of PR practice can be garnered from a number of national public relations association web sites. They show that there are interest groups that focus on domains of PR practice.

The Chartered Institute of Public Relations has special interest groups representing:

  • Construction & Property

  • Consultancy

  • Corporate + Financial

  • CSR Network,

  • Fifth Estate - Voluntary sector

  • Government Affairs (GAG)

  • Health & Medical

  • Internal Communication Alliance

  • International Public Relations

  • Local Government Marketing Communications

  • Motor Industry

  • Science Engineering and Technology Group (SET)



It is also worth reflecting that, in an age of global communication, the interests of other PR associations are worth passing analysis to identify other domains of practice recognised elsewhere.

For example, in the USA, the Public Relations Society of America has a different emphasis

  • Association/Nonprofit

  • Corporate

  • Counselors to Higher Education

  • Employee Communications

  • Entertainment & Sports

  • Environment

  • Financial Communications

  • Food and Beverage

  • Health Academy

  • International

  • Military & Public Safety

  • Multicultural Communications

  • Public Affairs & Government

  • Strategic Social Responsibility

  • Technology

  • Travel & Tourism

And in Germany the groups within Deutschen Public Relations Gesellschaft (DPRG) there are practitioner foci of a different slant with working groups dealing with:

  • International PR

  • Arbeitskeis "Krisenkommunikation/Issues management

  • Communication as creation of value

  • Financial communication

  • Internal communication

  • Public Affairs


Sweden covers different ground among the members of the Swedish Public Relations Association (SPRA):

  • Internal communications

  • Public affairs

  • Public services

  • Mass media relations

  • Investor relations

  • Market communications


One may expect that the trade media would be very sensitive to the needs of readers. One method for identifying the realm of public relations is through analysis of specialist subjects that trade magazines cover. The media view of domains of practice are typified among editorial features that both serve the industry practitioners and suppliers offering specialist services. The leading PR magazine, PR Week from 2003 to 2005 identified in feature length a number of insights into their perception of the domains of PR practice.

These were:

  • Product & promotion

  • Crisis

  • Diversity

  • Public Affairs

  • New media

  • PR and the media

  • Marketing Management

  • Pharmaceutical

  • Multicultural campaign

  • Hi-Tech

  • Corporate Communications

  • Financial Communications

  • Internal Communications

  • Not for Profit

  • Internal Communications

  • Corporate Branding

From previous posts, it would seem there is a difference between how the PR institutions support thier members and the kind of work thier members do.



Picture: The Representative of the People on Duty 1794 Pen, ink and watercolour, 315 x 220 mmMusée Carnavalet, Paris

Friday, January 20, 2006

The Hobson Holtz interview with Pete Blackshaw after the acquisition of Intelliseek by Buzzmetrics has a lot to do with PR evaluation. It is also important in what was said about future technologies and some of them are very important for the Relationship Management Model of PR.

It offers a view of technology that is available and will soon be.

We need these technologies because, if you can't monitor it, it will bite you in the butt and if you can't measure it, you can't manage it.

For a PR practitioner these days this is not easy.

There are so many channels to watch. In the UK this requires monitoring 700 Newspapers and 8000 magazines, 600 radio stations, 700 television channels. 7000 on-line web based news channels (and five times that for world coverage). For a medium sized company there may also be as many as 500 relevant financial, trade, technical and government web sites, 60,000 Usenet newsgroups, millions of blogs, a few dozen discussion lists, a range of wikis, podcasts and video casts and vlogs and corporately there may be Instant Messenger monitors and email management.

Its a daunting task.

For a Public Relations department where the attitudes of a myriad of stakeholders with interests in the competitive environment, legislation and the cultures in which the organisation has to thrive – this is a much bigger problem and a more serious responsibility.

We need and have to adopt intelligent evaluation to get any sense of what and where commentary is coming from.

Text mining to gain insights using context analysis, to track content as it emerges and morphs to identify issues is but one application that can be applies across a range of communications channels.

There are a number of applications from news monitoring to identification of concepts that give us a clue as to the tokens and values that are present among the many cultures that are relevant to organisations. This sort of intelligence allows organisations to have more relevant conversations with its constituents and to engage both commercially and culturally.

This seems strange evaluation. It's intelligence and computing that will grow the PR market; heavyweight technology giving practitioners serious management tools at the top table.

The PR industry has to understand enough to be able to take such technology to its heart and that was no more evident than in what Pete Blackshaw was telling us. Our whole industry has to adopt the technologies that will help us grow and protect the organisations that made $170 trillion on-line last year.


Picture: Stephen G. Eick (eick@acm.org) and colleagues at Bell Laboratories into the visualization and analysis of Internet traffic flows. Their 1996 research paper "3D Geographic Network Display" provides further details.

Thursday, January 19, 2006

The scope of PR practice continued

In attempting to find out what people in public Relations do, I undertook analysis of the job titles of all (the then) 7000 members of the CIPR and analysis of the titles in 2004. The range of people involved includes all types of activity from PR strategists to journeymen writers.

This approach offers a number of insights.

In the first instance the members had elected to be members of the Institute and thereby show that they consider their work to be in Public Relations.

Secondly, the CIPR has accepted these members and thereby recognised their role as public relations practitioners.

In addition, the job title shows that, in the negotiation between the member and their employers as to what job title is acceptable between the member and the dominant coalition in their organisation, we gain an insight into the range of activities that are acceptable by employers as to the role of practitioners.

These descriptions are prefixed or suffixed to titles such as; director, manager, executive etc. With 75 distinct roles (excluding the academic organisation and student members) there would seem to be a diversity of practice which is far wider than the two reports published by CIPR (source: CIPR Web site). The practices identified using this methodology are as follows:


Brand PR

Campaigns

Campaigns & Projects

Comms & Organisation Development

Communications

Communications & New Media

Community Affairs

Community Relations

Competition & Regulation

Conference & Event Producer

Consultation & Community Relations

Consumer PR

Corporate Affairs

Corporate Communications

Corporate Policy & Communication

Corporate PR

Customer Relations

Director of Information

Editor

Education & Learning

Employee Communications

eServices Manager

Event

Exhibitions

External Affairs

External Communications

Fundraiser

Global Brands PR Manager

Government & Economic Relations

Human Resources & Communications

Influencer Relations

Information

Information & Networker

Internal Communications

Investor Relations

Issues & Reputation Management

Marketing

Marketing & Comms

Marketing & Development

Marketing & Sales Support

Marketing Communications

Marketing Services

Media & International Relations

Media Monitoring

Media Relations

Media Trainer

News

Pharma Communications

Policy

Policy & Communications

Policy and Public Affairs

PR & Advertising

Press & Communications

Press & Public Relations

Press Officer

Press Relations

Product Communication & Advocacy

Product PR Communications

Public & Government Relations

Public Affairs

Public Awareness

Public Information & Marketing

Public Involvement

Public Relations

Publicity

Retail PR

Sales & Marketing

Strategic Communications

Strategy & Policy

e-Media

Web Content

Writer/Editor

This is not the same as the findings of The Centre for Economics and Business Research (CEBR) for the CIPR who undertook a survey of 692 members in mid summer 2005 (which found less than 25 forms of practice) and obviously the CIPR did not want to disclose what it thought PR was about (or what its members though PR was about by their very membership). This is of concern because the UK trade Association (CIPR) now has to decide who it will serve, and where it will recruit members and how it will represent the industry in the UK.

.


PR practices

It is evident that in just the realm of communication, there is already and extensive practice of Public Relations as complex as a Sharman's dream (left) and covering a very broad range of activities.

In studying the existing practice we may expose areas where the Public Relations institutions may look to both encompass and encourage development grounded in educated and ethical practice. In addition there may be grander heights available where only a few have dared to tread.

Where the CIPR dares to tread, there is a wide diversity of practice.

A view of the range of practices was provided in the UK from analysis of the membership of the CIPR for the joint CIPR/Department of Trade and Industry report “Unlocking the Potential of Public Relations: Developing Good Practice”i identified the work of practitioners from a surveys of the membership.

The findings, based on the research commissioned for the report declared that the areas of activity that practitioners consider to be their domain offer:

  • Positive image in media

  • Managing issues and crises

  • Promoting mission & values externally

  • Positive investors’ view

  • Supporting products/ services

  • Supporting community & social activities

  • Building & maintaining corporate brand

  • Staff feel valued & Involved

  • Managing government relations

  • Promoting mission & values internally

  • Building & maintaining product/services brands

  • Building & maintaining a positive image amongst suppliers

  • Compiling information on social responsibility & environment


Source: CIPR web site


Other important purposes of PR specified by respondents:


  • PR was seen to be an important contributor to building and maintaining internal relationships and partnerships.

  • PR was also seen to have an important management role, including developing business strategy, supporting business decision-making and advising senior management.

  • PR was seen as an important driver of change, communicating change, influencing and changing behaviour, changing culture and assisting adoption of best practices.

  • In addition, PR was perceived to have an important role in supporting externally facing business processes such as staff recruitment.

  • PR consultants gave a diverse range of responses when asked whether the PR industry should have other important purposes.

  • As would be expected, these emphasised fulfilling the client’s brief and advising management.


Following this research, the CIPR engaged The Centre for Economics and Business Research (CEBR) who undertook a survey of 692 members in mid summer 2005 findings are of two kinds. The first is 'Roles of Public Relations workers'.

This identifies 21 roles:

  • Head of PR

  • PR officer

  • Account executive

  • Account manager

  • Media relations

  • Writing articles, newsletters etc

  • Communications strategy development

  • PR programme planning

  • Internal communications

  • Event organisation

  • Publishing / editing

  • Information provision

  • Research and evaluation

  • Corporate social responsibility

  • Consumer or public campaigning

  • Public affairs consultancy (lobbying)

  • Media analysis

  • Graphic design / animation

  • Sales promotion

  • In-house Consultancy / agency

  • Roles of public relations workers

In addition, the report identified the 18 functions of the Public Relations Workers as:

  • Head of PR

  • PR officer

  • Media relations

  • Communications strategy development

  • Strategic planning

  • Event planning

  • Reputation management

  • Internal communications

  • Issue management

  • Crisis management

  • Corporate PR

  • Information provision

  • Branding and marketing

  • On-line PR

  • Public affairs and lobbying

  • Corporate social responsibility

  • Consumer or public campaigning

  • Investor relations or financial PR

Research by CIPR seems to extent the range of activities said to be 'Public Relations' each time a new survey is done.

Exploring what PR really is and where there could be investment in supporting practitioners, educationalists and promoting the industry needs more attention. The numbers involved are too big for the practice to ignore its diversity any more.

i Unlocking the Potential of Public Relations: Developing Good Practice” 2004 CIPR www.cipr.co.uk December 2005.

Picture: The Shaman's Dream - Huichol Yarn Painting

Wednesday, January 18, 2006

Changing media - changing communication practice

A large part of perceived public relations practice is predicated on communication. The extent to which this is sufficient by way of expertise in an age of global and personal communication is relevant to any exploration of PR and its evaluation. The extent to which communications has, in itself, changed cultures is significant too.

This may resolve the issues raised by
Tom Foremski. Charmingly, he worries for the PR industry at a time when the B2B media is haveing a torrid time.

What is becoming obvious is that there is an emerging need for a wider range of expert communications skills across a wider range of communications channels and consultancy with the knowledge and expertise to be able to manage and deploy these channels and skills.

Furthermore, the monoculture and ubiquitous press relations model is becoming niche and some practitioners are adopting practices to work with other, rapidly emerging, niche channels for communication.

Practitioners are well aware of the press, radio, TV, leaflets, posters, direct mail, events and one to one relationships as effective mechanisms for communication. The extent to which these other (newer?) channels are having an effect and the extent to which there is overlap between them is no more evident than in prime time television news' use of 'video' footage taken by ordinary people using a cellphone. This 'citizen journalism' is but one example of the changing nature of communication and the relationship between the the media and public which is already in use and will affect the practice of Public Relations. It also reflects a change in the culture of the media. The concept of including 'citizen journalism' into mainstream reporting is a significant departure.

Picture: Communities Find New Voices

Tuesday, January 17, 2006

Why does PR need to save Advertising and marketing?

Why does PR need to save Advertising and marketing?

It is because, if we have the confidence to do so, the practice of PR has the essential and over-riding skill set. It it because we aspire to be involved in relationships management and the essential understanding, not to mention the necessary techniques, empirical evidence and academic support to use relationship management effectively.

In his Overview of Public relations around the world and principles of modern practice Jean Valin when Chair of the Global Alliance of national PR associations said:

I would like to emphasize the part of the definition that deals with managing relationships- as I see this as the cornerstone of everything we do in public relation. It is without a doubt the common denominator in our profession and this is true throughout the world. You may not realise it completely, but whether you are working in London, Djakarta or Sao Paulo, you are managing relationships.”.

The joint report between the Institute of Public Relation and the UK Department of Trade and Industry in 2003 defines Public Relations as: “Influencing behaviour to achieve objectives through the effective management of relationships and communications” .

So Public relations is “…. what it says on the tin” said professor of Public Relations, said Anne Gregory on the BBC Radio 4’s The Message programme. “It is about organisations building relationships with its publics……… to build positive relationships in both directions”

It is clear that relationship management and the management of relationships is an area of management that enthuses the PR industry. Practitioners like to believe that they can change relationships between organisations and their publics in a managed fashion.

So far so good. But one may ask: so what? What do these relationships do. What do they achieve? What are they for?

In a mature economy it is increasingly difficult to find tangible resources of differentiation and it is the reputation and relationships which organisations establish with their stakeholders which are the drivers of corporate success,” suggests academic Danny Moss (Moss in Theaker 2004 pp. 328). All I would suggest is that the practice of PR goes beyond stakeholders.

PR as a business driver is suggested by White and Murry in their Henley School of Management research based on interviews with European CEO's : PR offers … “Inclusivity in relationships with all stakeholders is seen as correlated with company performance. The things that really drive a company – these are all around relationships and are not seen as of interest to financial commentators” (White & Murray 2004).

The IABC Research Foundation, concluded that in order for organizations to achieve the most value from their intangible assets they must encourage systematic relationship-building and boundary-spanning behaviour by everyone in the organization. The challenge for communication managers is to understand how they can contribute to this process.

Which is not far from Patricia Hewitt MP when she was British Secretary of State for Trade and Industry, and well ahead of many economist's thinking called for corporations to have "successful relationships with a wide range of other stakeholders" because they "are important assets, crucial to stable, long-term performance and shareholder value".

In an academic paper to be published next month in Public Relations – An International Journal I make this point “without effective relationships all other corporate assets are at risk. Sources of capital, raw materials and services, valuable intellectual assets, markets, customers and processes throughout the value chain are completely dependent on relationships between people within organisations and their counterparts without.” Once again, the argument favours a range of relationships, internal and external and a range of different forms of PR practice relevant to relationships along the extent of the value chain to influence value.

The debate is maturing from an argument about affecting a range of publics to one where this effect drives value and the creation of wealth from intangibles. So I pitch public relations as a discipline builds organisational relationships with publics and creates wealth.

So far, what I have been describing is relatively easy the grey matter. But what are relationships? What is an organisation?

These are not easy questions.

There is a need to explicate what we mean by relationships. In Ledingham (Ledingham 2000), Broom, Casey, and Ritchey offer a description that helps.

They say:

Organization-public relationships are represented by the patterns of interaction, transaction, exchange, and linkage between an organization and its publics. These relationships have properties that are distinct from the identities, attributes, and perceptions of the individuals and social collectivities in the relationships. Though dynamic in nature, organization-public relationships can be described at a single point in time and tracked over time.”

This idea postulates that relationships are distinct in themselves and have a mutuality and, through a pattern of linkages, extend their influence. It would also suggest that a relationship has consequences for other people such that any relationship has, to an extent, an influence on other publics and is surrounded by an aura of relationship interactions among other related publics.

Lets me put this into a more understandable context:

A balding old lecturer (and you might guess who) can demonstrate what this all means by interrupting a lecture (think of lectures as being a mini cultural setting or frame) on relationship management by give a rose to a pretty young member of the audience. Instantly the recipient and lecturer relationship is changed. The girl blushes, the lecturer grins. The rest of the audience immediately assesses the meaning of this action and create their own understandings as to the new relationship in an 'arora borealis' of assumptions about this relationship. The exchange of the explicit token (the rose) is significant, so too are all the connotations - that is, implicit values - that such a token may have (in sociology its called antecedents and consequences). A similar effect can be archived with a smile, wink or other signal. Whereas the rose is tangible, the smile, wink or other signal can be intangible. Quite often, a token like a rose, has a value that is inferred or is a metaphor. After all, a rose is but a dying flower on the branch of a shrub. The token is, in itself is insignificant, but the values attached to a rose changes its perceived value (in the case of a rose, some values have a powerful emotional effect too). Should the same lecturer offer a twenty pound note instead of a rose, the nature of the token is different and so too would be the reaction of the recipient and the audience. Both rose and coin are gifts but the implied meanings and resulting relationships would be very different. The nature of tokens and what they represent, their values, in a relationship is significant.

Here we see a process of relationship in which tokens are used for creation of attention and influence with a by-product of wider influence. It is an idea we can explore from empirical research by many academics from altruism (Hamilton 1964) to business relationships (Bouzdine-Chameeva, Durrieu, and Mandják 2001 )

This is a form of relationship management that has and deals in values. In some instances this value is financial which can be demonstrated by the financial effects of loosing or enhancing relationships. But these values extend beyond just financial considerations.

In some domains of public relations practice, for example, in internal communications or vendor relations, the practice of public relations seeks to add extra dimensions to the financial or legal exchange. This can be in forms that have different tokens that bind the employees and contractors and create additional mutual dependencies. Examples include the management of relationships with local communities and other CSR packages using tokens such as corporate facilities, management expertise, access to employees in support of good causes etc.

Such arrangements show that there can be employees or vendor relationships (and other relationships between organisations and publics) that do not have to use financial or legally-binding tokens to change relationships and thereby values in organisations. The nature of organisations is changing too.

The practice of relationship management means that the practitioner changes the value of relationships using tangible and intangible tokens.

If Public Relations practitioners and their industry association are bold enough and brave enough, these are new heights the industry can aspire to.

It goes beyond marketing and advertising but needs to deploy the great skills and capabilities inherent in both disciplines and it takes my crusade to save both of these disciplines a stage further.

Picture: Paridgm Shift Howard Bloom's Big Bang Tango Media Lab