Public Relations Campaigns: An Integrated Approach 2nd Edition PDF

Public Relations Campaigns Public Relations Campaigns An Integrated Approach Second Edition Regina M. Luttrell Syracuse University, New York Luke W. Capizzo James Madison University, Virginia FOR INFORMATION: Copyright © 2022...

Public Relations Campaigns Public Relations Campaigns An Integrated Approach Second Edition Regina M. Luttrell Syracuse University, New York Luke W. Capizzo James Madison University, Virginia FOR INFORMATION: Copyright © 2022 by SAGE Publications, Inc. SAGE Publications, Inc. All rights reserved. Except as permitted by U.S. copyright law, no part of this work 2455 Teller Road may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without permission in writing from the publisher. Thousand Oaks, California 91320 E-mail: [email protected] All third-party trademarks referenced or depicted herein are included solely for the purpose of illustration and are the property of their respective owners. Reference to SAGE Publications Ltd. these trademarks in no way indicates any relationship with, or endorsement by, the trademark owner. 1 Oliver’s Yard 55 City Road London EC1Y 1SP Printed in the United States of America United Kingdom ISBN 978-1-5443-8558-7 SAGE Publications India Pvt. Ltd. This book is printed on acid-free paper. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte. Ltd. 18 Cross Street #10-10/11/12 China Square Central Singapore 048423 Acquisitions Editor: Lily Norton Associate Editor: Alissa Nance Editorial Assistant: Sam Diaz Production Editor: Preethi Agenes Thomas Copy Editor: Christobel Colleen Hopman Typesetter: TNQ Technologies Proofreader: Benny Willy Stephen Indexer: TNQ Technologies Cover Designer: Lysa Becker Marketing Manager: Victoria Velasquez 21 22 23 24 25 10 9 8 7 6 5 4 3 2 1 Brief Contents FO R E WO R D XVII P R E FAC E XXI AC K N OW L E D G M E N TS XXVII A B O U T T H E AU T H O R S XXIX INTRODUCTION Campaigns in the Professional Public Relations Context 1 CHAPTER 1 Introduction to Integrated Campaigns 15 CHAPTER 2 Strategic Communication Campaign Fundamentals 33 CHAPTER 3 Understanding PESO 51 CHAPTER 4 Research, Part 1: Diagnosis and Developmental Research 67 CHAPTER 5 Research, Part 2: Goals 93 CHAPTER 6 Objectives 109 CHAPTER 7 Strategies 129 CHAPTER 8 Tactics 153 CHAPTER 9 Implementation 175 CHAPTER 10 Reporting and Evaluation 195 CHAPTER 11 Formulating an Integrated Campaign 215 APPENDIX 2 37 G LO S SA RY 263 REFERENCES 271 INDEX 293 Detailed Contents FO R E WO R D XVII P R E FAC E XXI WHY INTEGRATED CAMPAIGNS? WHY NOW? XXI ORGANIZATION OF THE BOOK XXII AC K N OW L E D G M E N TS XXVII A B O U T T H E AU T H O R S XXIX INTRODUCTION Campaigns in the Professional Public Relations Context 1 PUBLIC RELATIONS THEORIES AND PRINCIPLES 2 Excellence Theory 3 Systems Theory 3 Diffusion Theory 4 Framing Theory 5 Agenda Setting and Agenda Building Theories 6 Situational Crisis Communication Theory 7 Two-step Flow Model 8 MODELS OF PUBLIC RELATIONS PRACTICE 8 Press Agentry 9 Public Information 9 Two-way Asymmetrical 10 Two-way Symmetrical 10 PUBLIC RELATIONS PLANNING MODELS 10 R-A-C-E, R-O-P-E, or R-O-S-I-E 11 ROSTIR: Research, Objectives, Strategies, Tactics, Implementation, and Reporting 11 Communication Goals 12 PULLING IT ALL TOGETHER 13 THINK CRITICALLY 13 KEY TERMS 14 CONCEPT CASE: COMMUNITY FLOW YOGA 14 CHAPTER 1 Introduction to Integrated Campaigns 15 A NEED FOR NEW PUBLIC RELATIONS PLANNING MODELS 16 Emerging Models 16 THE SIX STEPS OF ROSTIR 18 THE VALUE OF PUBLIC RELATIONS PLANNING MODELS 18 THE DIVERSITY-FIRST APPROACH 22 CONCLUSION 25  THINK CRITICALLY 25 KEY TERMS 26 CONCEPT CASE: INTRODUCING COMMUNITY FLOW YOGA 26 CASE STUDY: AMBEV WANTS YOU TO “DIRNK REPSNOSILBY” 27 Research/Diagnosis 27 Objectives 28 Strategies 28 Tactics 29 Paid 29 Earned 29 Shared 29 Owned 30 Implementation 30 Reporting/Evaluating 32 Theories 32 Diversity- and Inclusion-First Approach 32 CHAPTER 2 Strategic Communication Campaign Fundamentals 33 WHY WE PLAN 35 ELEMENTS OF A STRATEGIC PLAN 37 Research, Diagnosis, and Goal Setting 38 Diversity First 39 Objectives 40 Strategies 41 Tactics 41 Implementation 42 Reporting/Evaluation 43 Budget 44 PUTTING IT ALL TOGETHER 44 CONCLUSION 45 THINK CRITICALLY 45 KEY TERMS 46 CONCEPT CASE: MISSION-DRIVEN PLANNING FOR COMMUNITY FLOW YOGA 46 CASE STUDY: [UNLABELED]™ 47 Research/Diagnosis 47 Objectives 48 Strategies 48 Tactics 48 Paid 48 Earned 48 Shared 48 Owned 48 Implementation 50 Reporting/Evaluation 50 Theories 50 Model 50 Diversity- and Inclusion-First Approach 50 CHAPTER 3 Understanding PESO 51 WHAT IS PESO? 51 Paid Media 52 Earned Media 54 Shared Media 54 Owned Media 54 WHEN SHOULD EACH OF THE PESO CHANNELS BE USED? 54 Campaigns in Action 55 Paid Media 55 Earned Media 57 Shared Media 58 Owned Media 59 CONTINUOUS INTEGRATION 61 CONCLUSION 61 THINK CRITICALLY 62 KEY TERMS 62 CONCEPT CASE: APPLYING PESO TO COMMUNITY FLOW YOGA 62 CASE STUDY: THE TAMPON BOOK 63 Research/Diagnosis 63 Objectives 63 Strategies 64 Tactics 64 Paid and Owned 65 Earned and Shared 65 Implementation 65 Reporting/Evaluation 66 Theories 66 Diversity- and Inclusion-First Approach 66 CHAPTER 4 Research, Part 1: Diagnosis and Developmental Research 67 DEVELOPMENTAL RESEARCH: DIAGNOSING THE PROBLEM AND/OR OPPORTUNITY 68 Researching Your Brand 70 RESEARCHING AND MEASURING THE PROBLEM/ OPPORTUNITY 72 RESEARCH TERMINOLOGY AND TECHNIQUES 73 Data 74 Types of Research 74 Validity 75 CONDUCTING RESEARCH 75 Diversity in Data and Sources 76 Secondary Research 76 Case Studies 76 Government Data 76 Scholarly Research 77  Think Tank/Nonprofit Reports 77 Trade Association Research 77 Primary Research 78 Polling and Surveys: Opinion and Awareness 78 Survey Details and Terminology 79 Content Analysis 79 Competitor Analysis 81 Experimental Research 82 Interviews 84 Focus Groups 84 CONCLUSION 86 THINK CRITICALLY 87 KEY TERMS 87 CONCEPT CASE: RESEARCHING COMPETITORS, COMMUNITIES, AND CUSTOMER EXPERIENCE AT COMMUNITY FLOW YOGA 87 CASE STUDY: A NEW DAWN BREAKS FOR BARBIE 88 Research/Diagnosis 88 Objectives 89 Strategies 90 Tactics 90 Paid and Owned 90 Earned and Shared 90 Implementation 90 Reporting/Evaluation 90 Theories 91 Diversity- and Inclusion-First Approach 91 CHAPTER 5 Research, Part 2: Goals 93 UNDERSTANDING YOUR ORGANIZATION AND ITS GOALS 95 The Evolving Role of the Corporation in Society: Community-Centered Goals 95 THE GOAL-SETTING PROCESS 96 Seeking the Impact Role for Communication 96 Defining the Scope 98 Selecting Audiences for Outreach 99 Defining the Desired Change 100 Prioritizing Budgets and Resources 100 WRITING GOALS 100 Types of Goals 101 Context: Mission Versus Situation 101 Visionary Goals, Concrete Objectives 102 GOAL-SETTING CHALLENGES 103 Working With Organizational Decision Makers 103 Prompting More Research 104 CONCLUSION 104 THINK CRITICALLY 105 KEY TERMS 105  CONCEPT CASE: FLOW YOGA SETS COMMUNICATION GOALS 105 CASE STUDY: BURGER KING—BE YOUR WAY 106 PESO Model 106 Owned 106 Shared 106 Earned 107 Paid 107 Be Your Way Continues 107 Theories 107 Diversity- and Inclusion-First Approach 108 CHAPTER 6 Objectives 109 WHAT MAKES HIGH-VALUE OBJECTIVES? 109 MANAGEMENT BY OBJECTIVES 110 Types of Objectives 111 Writing S.M.A.R.T. Objectives 112 Specific 113 Measurable 114 Attainable 114 Relevant 115 Time-Bound 116 Considerations for Inclusive Objectives 116 Additional Objective Frameworks 116 CONNECTING OBJECTIVES TO KEY INTERNAL AUDIENCES 118 Do Your Objectives Make Organizational Decision-Makers Excited? 119 Proving Relevance: Will Completing Your Objectives Drive Positive Change? 119 Are You Connecting Short- and Long-Term Objectives? 120 CONCLUSION 122 THINK CRITICALLY 123 KEY TERMS 123 CONCEPT CASE: SETTING MEASURABLE OBJECTIVES FOR COMMUNITY FLOW YOGA 123 CASE STUDY: SHINING A NEW LIGHT ON THE HEFORSHE MOVEMENT AND GENDER EQUALITY 124 Research/Diagnosis 124 Objectives 125 Strategies 125 Tactics 126 Paid and Owned 127 Earned and Shared 127 Implementation 127 Reporting/Evaluation 127 Theories 128 Diversity- and Inclusion-First Approach 128 CHAPTER 7 Strategies 129 CHOOSING YOUR CHANNELS: THE PESO MODEL 130 The Model 131 Paid 131 Earned 132 Shared 133 Owned 134 HOW THE MODEL OVERLAPS 134 How to Build an Integrated Campaign Strategy Around PESO 135 THE RIGHT APPROACH FOR YOUR AUDIENCE(S) 136 Demographics 137 Geography 137 Psychographics 138 Activity/Interest 138 Influence 139 Channel Consumption 139 Intersectionality: Moving Beyond Segmentation to See Intersecting Identities 140 LEVERAGING YOUR ORGANIZATION’S STRENGTHS AND RESOURCES 141 Subject Matter Expertise 142 Imagery/Visuals 142 Dynamic Presenters/Personalities 143 Data 143 Organizational Vision or Narrative 143 History/Institutional Authority 144 THE COMPETITIVE LANDSCAPE 144 Understand Competitors and External Challenges 144 Avoid What Everyone Else Is Already Doing 145 CONCLUSION 145 THINK CRITICALLY 146 KEY TERMS 146 CONCEPT CASE: CHANNEL SELECTION FOR POTENTIAL MEMBERS OF COMMUNITY FLOW YOGA 146 LONG-LASTING POSITIVE CHANGE: WASHINGTON UNIVERSITY IN ST. LOUIS 147 Research/Diagnosis 147 Objectives 148 Strategies 148 Tactics and Implementation 149 Earned 1 Shared 149 Owned 149 Reporting 151 Theories 151 Model 152 Diversity- and Inclusion-First Approach 152 CHAPTER 8 Tactics 153 TACTICAL APPROACHES 155 Paid Media 155 Timing 155 Budget 156 Messaging 156 Content Creation 156 Advertising 156 Advertorial Content 158 Earned Media 158 Timing 160 Budget 160 Messaging 160 Content Creation 160 Media Relations 162 Shared Media 163 Timing 163 Budget 163 Messaging 164 Content Creation 164 Owned Media 164 Timing 165 Budget 165 Messaging 165 Content Creation 166 Website Content Management 166 Marketing 166 Publications 166 INCLUSIVITY IN MESSAGE DEVELOPMENT 168 Reach Out to Audiences, Publics, and Stakeholders 169 Showcase Diversity and Inclusion 169 Consider Unintended Consequences and Interpretations 169 CONCLUSION 169 THINK CRITICALLY 170 KEY TERMS 170 CONCEPT CASE: FINDING THE RIGHT TACTICS FOR COMMUNITY FLOW YOGA 170 CASE STUDY: PEEPSÒ COUNTS DOWN TO A SWEET NEW YEAR 171 Research/Diagnosis 171 Objectives 172 Strategies 172 Tactics 172 Earned and Shared 172 Implementation 173 Reporting/Evaluation 173 Theories 173 Diversity- and Inclusion-First Approach 173 CHAPTER 9 Implementation 175 KEY SKILLS FOR IMPLEMENTING PR CAMPAIGNS 176 Project Management Basics 176 Budgeting 176 Dividing Tasks Among a Team 178 Creating Timelines and Deadlines 179 Setting Clear Expectations and Ensuring Clear Communication 180 Working With Non-PR People 181 Working With the Media 181 Self-Awareness and Self-Evaluation 183 Persistence and Perseverance 185 PREPARING FOR CHANGE 187 Change and Inclusion 188 CONCLUSION 189 THINK CRITICALLY 189 KEY TERMS 189 CONCEPT CASE: COMMUNITY FLOW YOGA MEETS UNEXPECTED OPPORTUNITIES AND OBSTACLES 190 CASE STUDY: INNOVATION GENERATES LEADERS— COMMUNITY-WIDE GIRL SCOUT COOKIE SALES EVENT 190 Research/Diagnosis 190 Objectives 191 Strategies 192 Tactics 192 Owned 192 Earned and Shared 192 Implementation 193 Reporting/Evaluation 193 Theories 193 Diversity- and Inclusion-First Approach 193 CHAPTER 10 Reporting and Evaluation 195 EVALUATING YOUR CAMPAIGN 196 Media Evaluation 198 Digital Evaluation Metrics and Approaches 200 Turning Evaluation Into Improvement 202 REPORTING ON YOUR CAMPAIGN 202 Objective-Driven Reporting 202 Inclusive Reporting and Evaluation 203 Prioritization: What Information Is Most Important for the Reader? 205 Format: How Should Your Information Be Best Presented to Your Audience? 206  PESO: SPECIAL REPORTING CONSIDERATIONS 206 Paid Media 206 Earned Media 206 Shared Media 207 Owned Media 208 Integrated Reporting 209 CONCLUSION 209 THINK CRITICALLY 210 KEY TERMS 210 CONCEPT CASE: REPORTING RESULTS—COMMUNITY FLOW YOGA’S ANNUAL MEETING 210 CASE STUDY: HP’S CONTINUED COMMITMENT TO GLOBAL WELLNESS 211 Research/Diagnosis 211 Objectives 211 Strategies 212 Tactics 212 Owned and Shared 212 Implementation 213 Reporting/Evaluation 213 Theories 214 Model 214 Diversity- and Inclusion-First Approach 214 CHAPTER 11 Formulating an Integrated Campaign 215 ROSTIR STRATEGIC PLANNING GUIDE 215 Executive Summary 217 Research: Program Diagnosis and Analysis 217 SWOT Analysis 218 Goals 218 Objectives and Key Performance Indicators 218 Strategies 220 Tactics 220 Implementation 222 Reporting and Evaluation 224 Conclusion 225 PRSA IPA PROPOSAL TEMPLATE 225 PR Program Elements 227 PR Program Pricing 228 Your Unabashed Pitch on “Why You” 229 CLIENT REPORTS 229 DEVELOPING AN AUDIENCE PERSONA 231 CRISIS COMMUNICATION PLAN 233 Crisis Communications for a 24/7 News Cycle 233 Take the “Critical 10” 233 Think in 280 Characters 234  Who Speaks and Who Is the Designated Backup? 234 Bridge With ATM 234 Always Take Dessert 235 APPENDIX 2 37 G LO S SA RY 263 REFERENCES 271 INDEX 293 Foreword T he world of public relations has never been more exciting! When I began my career (back when we walked uphill both ways to school … in the snow and barefoot), there were a handful of things communicators did: media relations, events, reputation management, crisis communications, internal/employee communications, and public and investor affairs. Today, nearly everything an organization does to communicate with its stakeholders is considered public relations—from Facebook ads and influencer relations to content marketing and search engine optimization. It’s so prevalent, in fact, that many mar- keters are strengthening their communications skills so they can keep up. The best part about that is they have to keep up—we’re already there. There are search engine specialists learning how to pitch journalists and bloggers to earn the precious link back to their websites. There are product marketers learning how to write so they can create owned content that is interesting and valuable to an audi- ence. And there are social media experts who have been thrown headfirst into a crisis and have had to figure out how to communicate their way out. To boot, we finally have a way to show the effectiveness of a public relations program through data. Call it Big Data, small data, or attribution, a communicator has the tools at his or her disposal to prove we are an investment, rather than an expense—as has so long been the case. It is our time to shine, and we have to make the most of it. But we aren’t quite there yet. I have a friend who is an executive at a Global 500 company. She recently said to me, “You know what’s wrong with the PR industry? Most don’t know what a strategy is or how to develop one.” That’s a real challenge. As an industry, we tend to focus on the tactics and start there versus starting with the end (and the organization’s goals) in mind. The only way to change the perception people have of the PR industry—that we don’t do only media relations, that we can develop a strategy, that we can measure our work—is to do things differently. And that begins with strategy development that has measurable goals and more than earned media—or media relations—included. You can do that when you implement the ROSTIR and PESO models. You’ll learn more about these, and how they work, in Public Relations Campaigns: An Integrated Approach. What you will know how to do, by the time you finish reading, is how to do research (R) to help you develop your goals, create your objectives (O) and strategies (S), build a list of tactics (T), figure out your implementation (I) and timeline, and then design your report (R) and do your evaluation. xvii  In between that type of planning is where the PESO Model comes in—paid, earned, shared, and owned media. Paid media is advertising. Not just Super Bowl–type advertising, but the kind that you can use to amplify your messages online, such as Facebook advertising or pay-per- click. Earned media is what most people know as publicity—or media relations. You are earning the coverage or mention or interview or story with journalists, bloggers, and influencers. Shared media is social media. It’s more than just posting on your networks, though. It’s being strategic about what you’re sharing, engaging in conversation, and building community. And owned media is content marketing. Though it started out as blogging, it’s evolved to website content, contributed content for publications and blogs, podcasts, videos, livestreaming, and more. There also are things to consider including in your plan and implementation where the media types overlap—marketing communications, influencer marketing, email marketing, lead generation, distribution and promotion, and more. When you combine these models, you effectively create reputation—both online and off. You become a search engine optimization master and you build expertise for the organization and the people who work inside it. I am often asked which is the most important of the four media types. While they’re of equal importance, particularly in an integrated campaign, I am preferential to owned media. You cannot have P, E, or S without O. You need content to share on social media. You need content to amplify through paid media. And you need content to share with journalists and bloggers to prove you have a unique perspective and can string together some sentences intelligently. Content sits at the middle of the model. Get that right—and I mean really right—and you’ll win every time. What’s more, the combination of the two models require you to take a Diversity- First Approach considering all aspects of diversity, equity, and inclusion at the start of every initiative. The Diversity & Inclusion Wheel, which you’ll learn more about in this book, has six core spokes that you should consider when you’re developing any campaign. This means you should consider all six when you’re crafting your com- munications plans and when you’re launching a new product or service. It’s up to every one of us to be certain that no professor anywhere in the world holds up our work and says to their students, “Who approved this?” You’ll learn more about these gaffes as you continue to read and you’ll begin to understand why it’s up to you that brands do better when it comes to diversity, equality, and inclusion. Regina Luttrell and Luke Capizzo will help you get there. If you are a student or a seasoned professional, the case studies, tips, “Think Ahead” points, and the “Think Critically” questions included in this book will help you make the most of your future in communications. xviii FOREWOR D  The world, as they say, is our oyster right now. Let’s not let marketing or search engine specialists or advertisers take what belongs to us. It’s time to stand up and prove we can do more than media relations. Build programs that are strategic. Measure our effectiveness (and tweak, as necessary). And take the lead with public relations. I hope you’ll join Regina, Luke, and me in showing every organization in the world that public relations is where they should start and end. —Gini Dietrich, CEO of Arment Dietrich and author and founder of Spin Sucks FO REWOR D xix Preface WHY INTEGRATED CAMPAIGNS? WHY NOW? The U.S. Bureau of Labor Statistics predicts the employment of public relations (PR) specialists will grow by 7 percent between 2019 and 2029.1 Growth is being driven by the need for organizations to maintain their public image and build relationships with critical stakeholders and publics. Students are graduating and moving into a com- munications work environment that is fully integrated: PR, social media, marketing, and advertising are all part of the equation at many organizations. In fact, the 2020 Relevancy Report, an annual research project from the USC Annenberg Center for Public Relations, states that disruption in the profession will continue and the convergence in marketing and PR will deepen.2 What is evident is that the profession of PR is shifting. Central to success in this changing environment is a strategic approach to strategic PR planning that balances paid, earned, shared, and owned media. Our book—designed for an upper-level PR campaigns class—integrates PR best practices, marketing approaches, and new media opportunities. Readers will learn about how today’s practitioners implement award-winning campaigns and the research-driven, strategic choices that underscore that success. In the second edition of Public Relations Campaigns: An Integrated Approach, we lead with PR but also provide broad coverage of the rapidly changing skills and tactics students and practitioners need to thrive in the field of PR. The book is rooted in PR principles that emphasize a practical approach to developing successful integrated PR campaigns. It provides students with the framework and theory-based knowledge to begin their work not just as tacticians but as counselors who provide research, perspective, and insights that help organizations communicate more effectively, understand complex environments, build relationships, and add strategic value and insights. In this second edition, we introduce our diversity-first approach to PR planning and execution, which means that PR practitioners must be intentional with each campaign element. Diversity and inclusion must be considered in all aspects of the campaign process including research, development, planning, and execution. We believe that true diversity and inclusion initiatives require ongoing commitment. Because PR practi- tioners have a seat at the management table we must help lead the decisions that impact organizations and their internal and external stakeholders. We introduce stu- dents to the Diversity & Inclusion Wheel, a tool to use when developing and implementing campaigns. Our hope is that students will understand diversity, equity, and inclusion starting from the earliest phases of campaign planning. xxi  While practical in nature, the pedagogical approach to this textbook is student- centered, inquiry-based learning. Readers have the opportunity to first examine the essential elements of PR planning, then analyze various PR case studies, and also develop the skills and perspective to plan an integrated campaign of their own with the information they have learned. A variety of features reinforce this approach, providing tips, structure, examples, and context. Each chapter is organized with clear learning objectives (“Think Ahead” points to begin each chapter) and “Think Critically” questions to reinforce and practice key elements. Public Relations Campaigns: An Integrated Approach is geared toward the many PR students each year enrolling in “campaigns” classes, with the goal of providing learners with a robust and realistic framework for understanding, developing, and executing integrated PR campaigns. We designed this book to be a guide and reference point for readers by including a series of real-world examples that give context and insight into the world of PR today. ORGANIZATION OF THE BOOK Leveraging practical applications of each theory or model of interest, this book provides numerous case studies to aid in a deeper understanding of the underlying principles. The first three chapters introduce readers to the theories behind PR and the process of PR planning, placing particular importance on the ROSTIR model for PR planning: Research/Diagnosis, Objectives, Strategy, Tactics, Implementa- tion, and Reporting/Evaluation as well as the PESO model—paid media, earned media, shared/social media, and owned media. For an advanced course on campaign development, this model moves beyond traditional R.O.P.E. or R.A.C.E. planning models to focus students on each step of the strategic planning process. And finally, we introduce the Diversity & Inclusion Wheel, which helps students understand how to create truly diverse campaigns at each stage in the process. Chapters 4–10 delve deeper into each individual component of both ROSTIR and PESO models so that students are exposed to a richer discussion of each step of the planning process of an integrated campaign, including how PR practitioners are aligning strategies to achieve client objectives. Key definitions are provided to help in mastering the language of PR professionals. A wide variety of strategies and tactics are introduced to expose students to the many paid, earned, shared, and owned media approaches available to them. It also showcases the ways in which these approaches can combine to support achieving organizational and communication goals and objectives. The final chapter provides a variety of tools and templates to help students and professionals create campaign plans and execute successful projects. xxii PREFACE Introduction Campaigns in the Professional Public Relations Context This section provides an introduction to some of the most commonly used PR models, theories, and principles in the practice of PR. Part I Strategic Public Relations Planning Chapter 1 Introduction to Integrated Campaigns Real-world campaigns are challenged by time, budgets, personnel, personalities, and internal barriers. But talented practitioners can use the tools of PR and integrated communication to develop comprehensive, cohesive, results-driven strategic campaigns. Students begin to understand the impact of campaigns while learning the strategy behind integrated planning and the importance of diversity and inclusion throughout the process. Case Study: Ambev Wants You to “Dirnk Repsnosilby” Chapter 2 Strategic Communication Campaign Fundamentals This chapter hones in on why PR practitioners plan, expands on the elements of a strategic plan, and explores the ROSTIR framework for campaign development and the inclusion of the Diversity Wheel. Case Study: [unlabeled]™ Chapter 3 Understanding PESO The key to mastering integrated PR is to recognize the importance of the PESO model and formulate strategic plans based on weaving together paid, earned, shared, and owned media. This chapter explains what PESO is and introduces how each approach can be used to form a strategic, holistic campaign. Case Study: The Tampon Book Part II Discovering ROSTIR Chapter 4 Research, Part I: Diagnosis and Developmental Research Research is the first step in the PR planning process. This chapter centers on under- standing your organization’s industry and community environment, crafting research questions, and selecting research methods for integrated PR campaigns while im- plementing the diversity-first approach. Case Study: A New Dawn Breaks for Barbie Chapter 5 Research, Part II: Goals Understanding an organization and its goals helps PR practitioners define key audiences, stakeholders, and publics. This chapter provides insights to help apply organizational goals to communication- and campaign-focused goals. PREFACE xxiii  Case Study: Burger King—Be Your Way Chapter 6 Objectives In this chapter, readers begin to identify what constitutes high-value objectives. Readers will be able to differentiate between various types of objectives, recognize and craft S.M.A.R.T objectives, and learn to focus objectives toward key audiences. Case Study: HeForShe—Shining a New Light on The HeForShe Movement and Gender Equality Chapter 7 Strategies Choosing the right channels can be challenging. Chapter 7 summarizes how best to integrate strategies into PR campaigns by assessing the right approach for an organization’s target audience, leveraging an organization’s strengths and resources, and examining the competitive landscape. Case Study: Long-lasting Positive Change: Washington University in St. Louis Chapter 8 Tactics Defining the right tools and tactics is critical for the success of any campaign. This chapter classifies the various types of paid, earned, shared, and owned tactics and illustrates how they are strategically used in PR planning. Case Study: PEEPSÒ Counts Down to a Sweet New Year Chapter 9 Implementation This chapter demystifies the processes behind implementation, including implications surrounding the components of the campaign such as creating timelines, dividing tasks among a team, setting deadlines, setting clear expectations, working with other people outside of the field of PR, building relationships with the media, prioritizing, and the importance of awareness and self-evaluation. Case Study: Innovation Generates Leaders—Community-wide Girl Scout Cookie Sales Event Chapter 10 Reporting and Evaluation This chapter focuses on connecting measurement and evaluation to the overall objectives, how to tell if objectives are achievable, and the best path to prioritize information based on their value to the decision-making process. Case Study: HP’s Continued Commitment to Global Wellness xxiv PREFACE  Part III Campaigns in Action Chapter 11 Formulating an Integrated Campaign This final chapter includes a variety of foundational guides and templates that students can use to help reinforce ideas introduced in the book including the ROSTIR PR Planning Guide, the PRSA Independent Practitioners Alliance (IPA) proposal template, an example client report, an audience persona guide, and a crisis communication plan. Student Learning Resources This book leads with PR but offers an integrated approach that encompasses aspects of social media, marketing, advertising, and client management, for a broader view of the campaign planning process. This text is offered in 11 chapters, making the content easy to digest within a one-semester course. Think Ahead: Learning objectives appear at the beginning of each chapter to engage students, encouraging them to think about the material before they connect with the text. Think Critically: These end-of-chapter questions challenge students to reflect on and apply the material they have learned. Diversity- & Inclusion-First Approach: To promote effective communication and growth of an organization, students learn to use the Diversity & Inclusion Wheel to think D&I at the inception of any assignment throughout the strategic planning process to evaluation and measurement. The goal is for students to learn to integrate a cross-cultural, multicultural approach to PR aligned under one strategy. Every case study includes a summary of how the campaign employed diversity initiatives. Case Studies: Numerous case studies demonstrate the proven ROSTIR (research/ diagnosis, objectives, strategies, tactics, implementation, reporting/evaluation) and PESO (paid, earned, shared, owned) campaign processes from research to reporting, illustrating exactly how PR campaigns function in the professional world. Concept Case: At the conclusion of each chapter, readers are introduced to a series of exercises where they can apply the takeaways from each topic to the operational activities of a fictitious client, a national chain of yoga studios. Community Flow Yoga, which is a new start-up chain, is designed to offer a high standard of quality and consistency but also give back to the communities where it does business like a local studio. PRo Tips: Call-out boxes highlight tips from PR professionals and educators. PREFACE xxv  Key Terms: Highlighted vocabulary is used as a study guide with complete definitions in the glossary. Appendix: The appendix includes additional reading material that accompanies and adds additional depth to chapters from the text, particularly in the areas of research, strategy, and tactics. xxvi PREFACE Acknowledgments W e would like to express our deepest appreciation to those who reviewed drafts of the manuscript and made truly insightful suggestions that we have done our best to incorporate into this book: Gregg Feistman, Temple University Brenda K. Foster, American University Jessica Block Nerren, California State University: San Bernardino Peggy M. Rupprecht, North Dakota State University Natalie Tindall, Lamar University Justin Walden, Creighton University We give special thanks to Lily Norton and Alissa Nance, our editors at SAGE. We relied upon your expertise as we navigated updating our book to the second edition. Your direction, guidance, thoughtfulness, and patience resulted in a book beyond our expectations. A special note of gratitude to Sam Diaz for facilitating the details. We would be remiss if we did not thank Ghazal Kawar and Raiah Brown, research assistants from Syracuse University who contributed case studies to the second edition, for their meticulous efforts in pulling together the ancillary materials. We appreciate your experience and wisdom. Without the countless public relations professionals and public relations educators, this book would not be possible. In particular, Gini Dietrich and her deep knowledge of and evangelism for the PESO model and integrated public relations approaches is a leader in demonstrating its power and practicality. To all, please accept our sincere gratitude. xxvii About the Authors Regina M. Luttrell, Ph.D., is currently the associate dean of research and creative activity and the director of the W20 Emerging Insights Lab at the S.I. Newhouse School of Public Communications at Syracuse University. A contributor to PR Tactics and PR News, as well as peer-reviewed journals, she is a noted speaker where she frequently presents at national and international conferences and business events on topics related to the current social media revolution, the ongoing public relations evolution, and millennials within the classroom and workplace. She is the (co)author of the following books: Social Media: How to Engage, Share, and Connect; The Millennial Mindset: Unraveling Fact from Fiction; Brew Your Business: The Ultimate Craft Beer Playbook; The PR Agency Handbook; and A Practical Guide to Ethics in Public Relations. Prior to entering the educational field, she spent the first portion of her career in corporate public relations and marketing. Her extensive background includes strategic development and implementation of public relations and social media, advertising, marketing, and corporate communications. She has led multiple rebranding campaigns, designed numerous websites, managed high-level crisis situations, and garnered media coverage that included hits with the New York Times, the CBS Evening News, and the Associated Press. Luke W. Capizzo (PhD, APR) is an assistant professor at James Madison University, specializing in public relations. He is the coauthor (with Regina Luttrell) of The PR Agency Handbook and has published scholarly work in such outlets as Public Relations Review. His research interests include social issues management, corporate social responsibility, public relations and civil society, and public relations education. Prior to attending the University of Maryland to earn his PhD, he practiced public relations for eight years with a focus on media relations in the financial services, commercial real estate, manufacturing, retail, and technology industries, serving in both agency and in-house roles. Working with a wide variety of clients—from the Fortune 500 to small businesses and nonprofits—he garnered media coverage in top national outlets and trade publications, secured and prepared clients for national cable news interviews, and led projects to improve agency-wide media training, staff onboarding, and client evaluation and reporting metrics. He is an Arthur W. Page Center Legacy Scholar (2020) and has earned the APR (Accreditation in Public Relations) designation through the Public Relations Society of America. xxix Introduction CAMPAIGNS IN THE PROFESSIONAL PUBLIC RELATIONS CONTEXT THINK AHEAD 0.1 Describe relevant theories of communication and explain how they relate to the practice of public relations. 0.2 Grasp different approaches to public relations campaign planning using iStock.com/monkeybusinessimages both communication theory and public relations planning models. 0.3 Identify the five objectives a communicator employs that provide a clear set of potential outcomes for strategic campaigns. Theories exist to provide a framework for public relations practitioners to develop their decision-making processes and for planning integrated campaigns. Numerous books are available regarding the topic of communication theory and how it relates to public relations. This is not one of those books. What you will find within these initial pages is an introduction to some of the most prominent theories and planning models in the practice of public relations. This introduction should be used as an overarching summary of the theories and planning models employed in public relations campaign planning. This book is intentionally organized with the many the- ories and principles of public relations introduced first to provide readers with a better sense of the “why” behind the 1  PRo Tip CRITERIA FOR EVALUATING THEORY Scholars Marianne Dainton and Elaine D. Zelley include accuracy, practicality, succinctness, developed a means by which scholarly theories consistency, and acuity. of communication can be evaluated.1 These Accuracy Has research supported that the theory works the way it says it does? Practicality Have real-world applications been found for the theory? Succinctness Has the theory been formulated with the appropriate number (fewest possible) of concepts or steps? Consistency Does the theory demonstrate coherence within its own premises and with other theories? Acuity To what extent does the theory make clear an otherwise complex experience? Source: Marianne Dainton and Elaine D. Zelley, Applying Communication Theory for Professional Life: A Practical Introduction (Thousand Oaks, CA: SAGE Publications, 2015). “how” of planning. Public relations theories, principles, and goals are fostered from the ideologies found within the study of communication. Therefore, it is the job of the practitioner to consider the appropriate theories and models when making decisions and building successful relationships with stakeholders. Properly understanding the theory can help explain how to best develop public relations plans that are most effective in practice for the clients that we represent. PUBLIC RELATIONS THEORIES AND PRINCIPLES A theory is an idea or set of ideas that is intended to explain related facts or events.2 The public relations industry is built upon various theories, mainly due to the fact that there is no single theory that is able to fulfill every plan or proposal that a practitioner must organize and execute. Practitioners, therefore, must consider which theory and model is appropriate for their specific planning situations. An obvious place to begin is by examining some of the most widely used theories in the practice and planning of public relations. 2 INT RODUC TION Excellence Theory Considered a monumental study in public relations, the Excellence Study and resulting excellence theory can be seen as an integration of strategic management theories of public relations into a greater whole.3 Led by James E. Grunig, the excellence theory is the culmination of a fifteen-year study (1985–2000), funded by the International Association of Business Communicators (IABC), that focused on unveiling the best practices in communication management. Grunig reasoned that the ideal role for public relations is in a strategic management function. By being part of the manage- ment team, practitioners encourage leadership to share power through symmetrical two-way communication between an organization and its publics. Rather than using persuasion or one-way “press agentry” approaches, Grunig concluded that providing and receiving information is the most effective and ethical approach to achieving long- term organizational goals, improved relationships with publics, and mutual under- standing.4 The premise behind the excellence theory expressed that the value of public relations lies in the importance of the relationship between an organization and its publics. The development of sound relationships with strategic publics is a critical component for organizations to properly define and achieve goals desired by both the organization and its publics, reduce costs of negative publicity, and increase revenue by providing products and services needed by stakeholders.5 It is the responsibility of public relations practitioners to identify key publics and cultivate long-term relation- ships with them using open two-way symmetrical communication. Grunig and his team identified three particular areas of importance to consider:6 · Senior management: Involvement in strategic leadership is a critical characteristic of excellent public relations. Public relations executives play a strategic managerial role by having access to key organizational decision makers. · Organization of communication: The public relations function loses its unique role in strategic management if it is redirected through marketing or other management channels. Therefore, it is essential that the public relations department is headed not by a technician but by a manager who has the ability to conceptualize and direct public relations functions. · Diversity in public relations: Research illustrates that organizations with excellent public relations value women as much as men within these strategic roles and develop programs to empower women throughout the organization. Today, we continue to see the value of diversity within an organization. Systems Theory Each organization should be considered interdependent and interact with various stakeholders to survive and thrive. Systems theory can help public relations INTR ODUC TIO N 3  FIGURE 0.1 Systems Theory Environment Input Output Process Feedback Systems theory positions organizations as part of systems, where one action or process creates feedback and impacts all actors within the environment. practitioners recognize many of the boundaries found within organizations. This theory understands that organizations are comprised of interrelated parts, adapting and adjusting to changes in the political, economic, and social environments in which they operate.7 Consider the following example. Envision, for a moment, that you work for a company that makes ice cream. This organization must rely on farmers to provide milk, sugar, and other essential ingredients; customers to purchase their product; the government to set food regulations; the media to help spread their message; and financial institutions to keep them moving forward. As a public relations practitioner, how might you approach any disturbances/evolutions that may occur in the overall business environment? According to Cutlip, Center, and Broom, in an organization such as this, one of the essential roles of public relations is based on a systems theory approach: to help this organization adjust and adapt to changes in its environment.8 Diffusion Theory Diffusion theory is a specific area of communication concerned with the spread of messages that are perceived as new ideas. This theory was developed to explain how, over time, an idea or product gains momentum and spreads through a specific 4 INT RODUC TION FIGURE 0.2 Diffusion Theory 2.5% Innovators Early Adopters Early Majority Late Majority Laggards 13.5% 34% 34% 16% While many companies and organizations focus on the first people to try a new product or technology (innovators and early adopters), the majority of consumers wait and see rather than rush to adopt. population or social system.9 Everett Rogers, communication researcher, claimed that people make decisions or accept ideas based on the following principles: 1. “Awareness: Individuals are exposed to an idea. 2. Interest: The idea stimulates the individual. 3. Evaluation: The individual considers the idea as potentially useful. 4. Trial: The individual tests the idea. 5. Adoption: The individual acceptance or adoption of the idea after having successfully moved through the four earlier stages.”10 Public relations practitioners use this approach when planning campaigns to understand how information about organizations, events, products, or issues will be received by the intended audience. It is also useful when evaluating how to appro- priately segment messages and develop outreach approaches for different audience groups, as some individuals seek out new experiences, processes, and products (innovators and early adopters) while others wait until nearly everyone else around them has a new piece of technology before using it (laggards). Framing Theory The development of framing theory has been attributed to sociologist Erving Goff- man and anthropologist Gregory Bateson. Framing involves the process of calling INTRO DUC TIO N 5  attention to a particular aspect of the reality described.11 Essentially, Goffman and Bateson are suggesting that what is presented to the audience, often called “the frame,” can influence the choices that people make about how to process the information they are receiving. For example, when journalists and editors make decisions about whom to interview, what questions are appropriate to ask, and the article content, they are “framing” the story.12 In essence, framing is the way that a communication source defines and constructs any piece of communicated information.13 The most common use of frames for public relations practitioners is in how they define problems, diagnose or identify the root cause of the problem, make decisions on how to proceed, and develop solutions to the problem.14 The media are often thought to influence the perception of the news because they not only tell the audience what to think about but also how to think about a particular issue simply by the way that the news is written, presented, and disseminated. Because public relations practitioners often act as sources themselves, these individuals can be seen as contributing to framing a story that is presented in the media.15 Framing and the agenda setting theory are often connected. Agenda Setting and Agenda Building Theories Maxwell McCombs and Donald Shaw were the first researchers to solidify the idea of agenda setting. They originally proposed that the media sets the public agenda by not necessarily telling people what to think but what to think about.16 McCombs and Shaw noted, In choosing and displaying news, editors, newsroom staff, and broadcasters play an important part in shaping political reality. Readers learn not only about a given issue, but also how much importance to attach to that issue from the amount of information in a news story and its position.17 While this theory was originally intended for the news media, public relations professionals can be perceived as using agenda setting when they create and dissem- inate messages to various audiences, as well as when they work with media as sources on news stories and articles. Similarly, agenda building is the process by which active publics and organizations focused on a cause to attract the attention of the news media and public officials to add their issue to the public agenda.18 The agenda building theory is considered to be an extension of agenda setting. Examples of agenda building can include the release of a report on the effects of global warming, a speech about the movement Black Lives Matter, or even a Facebook page promoting the worldwide rallies held by the Women’s March to advocate for legislation and policies regarding human rights and other issues, including women’s rights, immigration reform, health-care reform, reproductive rights, the natural environment, LGBTQ+ rights, racial equality, freedom of religion, and workers’ rights. 6 I NT RO DUCTI ON  PRo Tip AGENDA SETTING In political campaigns, the media may not be can lead the discussion toward or away from effective in swaying public support toward or issues important to the candidate and even to against a particular issue or candidate. But by the public (as identified through polls).19 continually raising particular questions and issues, or simply by showing an interest in a Professor Ron Smith, The State University of New York particular political candidate or issue, the media at Buffalo The difference between the two theories can be understood in this way: traditional agenda setting explained the news media’s influence on audiences by their choice of what stories to consider newsworthy and how much prominence and space to give them, whereas agenda building theory suggests there is an exchange between the media and sources or society broadly to build an agenda.20 Situational Crisis Communication Theory One of the most widely used theories is situational crisis communication theory, also known as SCCT. One of the leading researchers in this area, W. Timothy Coombs, notes that SCCT attempts to predict the level of threat to an organization’s reputation during a crisis situation. Crisis management is a growing area within public relations and should play a central role in public relations practitioners’ planning. As described in this theory, a crisis is defined as “the negative event that leads stakeholders to assess crisis responsibility.”21 Public relations practitioners often use this theory when faced with responding to a crisis. SCCT provides a recom- mended framework for response strategies when facing a reputational threat by helping practitioners assess the initial crisis responsibility, crisis history, and prior relational reputation.22 As with any discipline based on numerous models, theories on how to properly practice public relations will continue to evolve and develop over time. The seven aforementioned theories present a solid foundation to build upon as we begin to introduce different models for public relations planning. As you will see, these models give practitioners a way to organize concepts and ideas by types of public relations practice. Theories, coupled with planning models, help public relations practitioners predict more effectively what will and will not work in the practice of public relations. INTR ODUC TIO N 7  FIGURE 0.3 Two-step Flow Model Mass Media ©MBASkool Opinion leader Individuals in social contact with an opinion leader Two-step Flow Model One of the earliest mass communication models of adoption in the field of public relations is the two-step flow model.23 This model states that an organization initially targets its message to the mass media, which in turn delivers that message to the throngs of viewers, readers, and listeners. Individuals that take the time to seek out and understand information on particular societal topics are considered “opinion leaders.” Opinion leaders can have substantial influence over their followers. Research indicates that opinion leaders who share the same social status as their followers are the most effective.24 Opinion leaders consist of individuals from a large range of backgrounds, including family members,25 doctors, local politicians, mommy bloggers, parish leaders, or educators. Most of the time, opinion leaders are individuals who are well respected within their circle of influence. In the social media world these leaders are often referred to as “influencers.” MODELS OF PUBLIC RELATIONS PRACTICE Organizations can practice public relations from a variety of different perspectives, whether it is to get information out into public view; to serve as an objective, jour- nalistic voice within and for an organization; to advocate on behalf of an organization in public view; or to provide perspective and insights to balance the relationship 8 I NTRO DUCT ION  PRo Tip THEORIES IN PRACTICE—MODELING MEDIA RELATIONS Public relations scholars Lynn Zoch and Juan- issues based on the way the organization would Carlos Molleda created a theoretical model for prefer to see an issue addressed publicly. Jour- media relations by combining framing theory nalists can accept or reject the frame presented and agenda building with the concept of infor- as part of their research and preparation in mation subsidies. In this case an information writing a story. In this way, practitioners subsidy represents the value of content within a contribute to agenda building by supporting particular pitch made by a public relations pro- journalistic interest and coverage of desired fessional to a journalist. It could include access issues by mainstream media. to a difficult-to-reach source, a head start on information not yet available to the public, or Source: Lynn M. Zoch and Juan-Carlos Molleda, details about a particular situation not shared “Building a Theoretical Model of Media Relations Using with other media outlets. Framing, Information Subsidies and Agenda Building,” in Public Relations Theory II, ed. Carl H. Botan and To create the theoretical model, Zoch and Vincent Hazleton (Mahwah, NJ: Lawrence Erlbaum, Molleda explain that practitioners create infor- 2006), 279–309. mation subsidies for journalists that frame between an organization and its publics. These viewpoints are captured in Grunig and Hunt’s four models of public relations: press agentry, public information, two-way asymmetrical, and two-way symmetrical.26 Press Agentry In the press agentry model, or publicity model, public information flows in one direction—from the organization to its audiences and publics. Grunig and Hunt noted that persuasion is often used to achieve organizational goals. This model is one of the oldest forms of public relations and is often synonymous with promotions and pub- licity. Public relations practitioners using this model are generally looking for “ink”: media coverage. Essentially, these practitioners are hoping to get their organization mentioned in the media for purposes of promotion. This model can include propa- ganda tactics and publicity stunts such as giveaways, large events, or celebrity sponsorships. Public Information The purpose of the public information model is to provide relevant and useful information directly to the public rather than for promotional purposes or targeted INTR ODUC TIO N 9  publicity. This model, positioning public relations practitioners as journalists-in- residence, employs one-way communication and is widely leveraged within the areas of government relations, educational institutions, nonprofit corporations, and some corporations.27 While this approach is neutral in its overall outreach, it is considered “craft” rather than “professional” public relations due to its nonstrategic nature. For example, many government officials leading communication efforts go by job titles such as public information officer, with their mandate to inform the public—using both traditional earned media and digital channels—about what is going on in their specific department or agency. Two-way Asymmetrical By implementing scientific persuasion methodologies, the goal of the two-way asymmetrical model of public relations planning is to convince others to accept an organization’s message. Public relations practitioners capitalize on the use of surveys, interviews, and focus groups to measure relationships in an effort for the organization to design public relations programs that will gain the support of key, targeted publics. Information does flow between the organization and its publics; however, the orga- nization is more interested in having their publics adjust to the organization rather than the opposite. Political campaigns as well as traditional public health initiatives are examples of the two-way asymmetrical model. Two-way Symmetrical The two-way symmetrical model presents a balanced, strategic, and informed approach to public relations. Organizations and their publics adjust to each other and attempt to achieve mutual understanding using two-way communication, not persuasion. When public relations practitioners employ the two-way symmetrical model they not only provide information to their intended publics but also listen and receive information. Some believe that the development and adoption of social media as a communication platform provides an effective and efficient avenue for conducting two-way symmetrical communication.28 Public relations is a strategic process established to influence public opinion, through sound ethical and accurate implementation, based on mutually satisfactory two-way communication. In practice, public relations departments use a mixture of these models depending on the goal, message, or public at hand. Some of the more historically well- known models are also extremely valuable as tools in strategic planning. PUBLIC RELATIONS PLANNING MODELS Several useful planning models identify central ideas within public relations and inform development of campaign objectives, strategies, and tactics. Each of these models is 10 I NT RO DUCTI ON presented below, including the R.O.P.E., R.A.C.E., and R.O.S.I.E. planning models.29 Let us take a closer look. R-A-C-E, R-O-P-E, or R-O-S-I-E We’ve already seen that planning and processes are an integral part of the successful execution of a public relations campaign. John Marston developed the four-step management process for public relations in his 1963 book, The Nature of Public Relations, which he called the R-A-C-E model.30 To this day many public relations practitioners implement and follow it regularly: Research: Practitioners must first conduct research to understand the problem or situation. Action: Practitioners decide what actions will be taken to address the problem or situation. Communication: Practitioners determine which channels will be used to commu- nicate the plan of action to the public. Evaluation: Practitioners assess whether or not the defined goals were achieved. Shelia Clough-Crifasi expanded on the R.A.C.E. model in the year 2000 to encompass a more managerial approach when she developed the R.O.S.I.E. model: R—Research, O—Objectives, S—Strategies and planning, I—Implementation, and E—Evaluation.31 Other iterations of the R.A.C.E. and R.O.S.I.E. model exist in public relations planning as well, including the P-A-C-E (planning, action, communication, evaluation) model, the A-C-E (assessment, communication, eval- uation) model, and the S-T-A-R-E (scan, track, analyze, respond, evaluate) model.32 Regardless of which model is subscribed to, planning is essential if practitioners want to achieve positive outcomes that enhance an organization’s relationships with its public. Each of these models outlines the importance of several key factors: the role of research and planning to understand the situation at hand; the identification of clear, measurable objectives; the planning and execution of the campaign itself; and the evaluation of the campaign’s success based on its achievement of those objectives. ROSTIR: Research, Objectives, Strategies, Tactics, Implementation, and Reporting This book is organized around a new evolution of this approach, the ROSTIR model, which emphasizes the steps in this process necessary for successful campaigns in today’s rapidly changing public relations landscape. ROSTIR stands for Research (including developmental research, diagnosis, and goal setting), Objectives, Strategies, Tactics, Implementation, and Reporting/Evaluation. As we’ll explore in the chapters to come, this model clearly reflects the campaign planning needs of practitioners and can be understood in conjunction with the other models. I NTRO DUCTI ON 11  PRo Tip STRATEGIC MESSAGING When creating strategic messaging, Jamie · Measure and track success Turner from the 60 Second Marketer advises practitioners should do the following: Source: Jaimie Turner, “Three Tips to Overcome Email Fatigue in the New Year,” 60 Second Marketer, January · Prioritize and crystallize information 20, 2015, https://60secondmarketer.com/blog/2015/ · Ensure consistency, continuity, and accuracy 01/20/three-tips-overcome-email-fatigue-new-year/. Each of these models enriches our understanding of how public relations is prac- ticed, but they can only take public relations planning so far. Every approach to campaign planning should be thought of as either circular or ongoing and including research and evaluation as a central component during every stage of the planning process. As a strategic management function, public relations adds value to organi- zations by continually assessing the organizational environment and adjusting communication strategies and tactics accordingly. Campaigns may end, but the planning process never does: the end of one campaign becomes the beginning of the next. That being said, any good model also relies on the development of solid strategic communication targets with appropriately defined goals, objectives, and purpose. Communication Goals Strategic communication can be either informational or persuasive in nature; however, its overarching purpose is to build an understanding and garner support for ideas, causes, services, and products. Given that public relations is a deliberate process, every instance of communication must contain a goal, objective, and purpose. There are four standard communication goals that are regularly referred to in the industry: to inform the recipient, persuade the recipient, motivate the recipient, and build a mutual understanding between the recipient and the originator of the message.33 Patrick Jackson, former editor of pr reporter, believes that when creating a piece of commu- nication, “the communicator should ask whether the proposed message is appropriate, meaningful, memorable, understandable, and believable to the prospective recipient.”34 Just as the development of appropriate content is important, public relations practitioners must also pay special attention to the objectives of the messages being communicated. In addition to contributing to multiple public relations theories, James E. Grunig has also introduced five objectives for a communicator in order to provide a clear set of potential outcomes for strategic campaigns.35 12 INT RODUC TION  1. Message exposure: Audiences are exposed to messages in various forms. From newsletters to brochures, blogs, and social media channels, public relations practitioners often provide materials to the mass media to disseminate their messages. 2. Accurate dissemination of the message: Information can be filtered by editors, journalists, and bloggers, but the overarching message stays intact as it is transmitted through various channels. 3. Acceptance of the message: The audience retains the message and can accept it as valid based on their perceptions and views. 4. Attitude change: The audience members will make a mental or verbal commitment to change their behavior as a result of the message. 5. Change in behavior: The audience genuinely changes their behavior. This could be to purchase the product and use it or vote for a different candidate in an election. PULLING IT ALL TOGETHER Theories and models related to practical public relations execution continue to evolve and contribute to the predicted successes in practice. Theories and models provide practitioners with guidance on how to organize concepts as warranted by the differing types of public relations practice. By moving the mindset of public relations beyond the early models of planning toward a more clearly defined set of measurable variables, researchers such as Grunig, Cutlip, Scott, and Allen introduced to the field a far more sophisticated way to evaluate public relations. THINK CRITICALLY 1. E valuate each theory presented in the chapter, original series on the platform. The four-part and discuss the one(s) you believe are used series “averaged 5 million viewers among 18- most often in public relations planning. to 49-year-olds and pulled a 3.59 rating in the demo in the three days after it dropped on 2. Search the Internet to find examples of Netflix.”36 Using what you have learned in this organizations using theory as the foundation chapter, explain what theories and public for their public relations campaigns. relations models were implemented that help 3. Compare and contrast the public relations explain the success of the revival. Critique planning models, then discuss which planning whether or not Netflix successfully applied model you perceive to be most effective and why. James E. Grunig’s five objectives for communicators. 4. According to AdAge, Netflix’s Gilmore Girls revival ranked as the No. 3 most-watched INTR ODUC TIO N 13  KEY TERMS Agenda building theory 6 Public relations 2 Two-step flow model 8 Agenda setting theory 6 Public information model 9 Two-way asymmetrical Communication theory 1 Situational crisis communication model 10 Excellence theory 3 theory (SCCT) 7 Two-way symmetrical Framing theory 5 Systems theory 3 model 10 Press agentry model 9 Theory 2 CONCEPT CASE: COMMUNITY FLOW YOGAp This textbook features a reoccurring Concept Case · How can strategic thinking be incorporated that takes readers through exercises based on a into the models presented in this chapter, fictitious client, Community Flow Yoga. This and how could it fit with planning an growing company is an aspiring national chain, but integrated campaign for Community Flow also emphasizes local ownership for individual stu- Yoga? dios and seeks to connect with local communities as · Research other fitness companies that share part of its business model and corporate purpose. As some of the same traits or values as you progress through the textbook, you will consider Community Flow Yoga. What types of and apply the learnings of each topic to the opera- strategies, tactics, and messages are they tional activities of Community Flow Yoga. using to communicate with their audiences? · Choose two theories in this chapter and p Community Flow Yoga is an imaginary orga- explain how Community Flow Yoga might nization created to be an example of the types of use them when planning a marketing or challenges a real company might face in planning and community engagement campaign. executing integrated public relations campaigns. 14 INT RODUC TION Introduction to Integrated Campaigns 1 THINK AHEAD 1.1 Identify the need for new models of public relations planning. 1.2 Describe the six steps of the ROSTIR public relations planning model. 1.3 Articulate the significance of planning models. 1.4 Summarize the diversity- ©iStockPhotos/Leonardo Patrizi first approach and understand how to utilize the Diversity & Inclusion Wheel when developing integrated campaigns. There are moments in the life cycle of an organization when public relations (PR) efforts may signal