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PR EXAM # 3 (Chapters: 15, 16, & 19) Lecture Material: - Key Skill in PR = effective written/spoken COMMUNICATION - Cornerstone of PR = RESEARCH - Develop relationship with reporters through credibility, NOT a friendship THE INVERTED PYRAMID - functions as a method of preserving important information when an article gets cut ‐down because of space restrictions - begins with the summary lead, then add facts in ‐descending order of importance- done so that the story may be edited to fit available space by cutting off the end of the‐story; nothing of significance lost THE SUMMARY LEAD = who, what , where, when, why, how - -‐ "WHAT" = the most important and needs to come first in article/press release/etc. ‐PRINT v. ELECTRONIC MEDIA LEADS • HARD LEAD - -‐ > PRINT‐o simple sentenceso active voice ("John threw the ball" versus "The ball was thrown by John")o 22- 25 words max‐• SOFT LEAD - -‐ > ELECTRONIC‐o simple sentenceso active voice (See above)o 18- 20 words max (shorter!)‐o FIRST words 2- 3 are throw away, just assume people miss it‐• FEATURE STORY - -‐ > can be longer to develop and generate interest of course ‐FORMAT for the NEWS RELEASE - Spacing: typed, double- spaced, standard (8 1/2 x 11) page ‐- Paper: CrDme or white or light grey - Identification: Company/organization letterhead - Release date - Margins: Standard - Length: 1 PAGE - Paragraphs - Suggested Headlines (clever, NOT cute) - Timing = critical! Know the paper's deadlines and act accordingly - Using the internet/email may not be best plan, go and deliver in person if possible - PROOFREADING = credibility factor - SLUG LINE... o slug line is code that the reporter will understand (concerns pages) o Bottom of page.. -  - more-‐ (if more on next page) ‐-  - 30-‐ or -‐ #-‐ = END ‐MEDIA KITS (more on Ch. 16)- -‐ > BEST way to get reporter's attention and supply with accurate facts‐- -‐ > differs from issue to issue or event to event -‐ -‐ > put in self-‐ contained pocket folder or ‐something May include: - Bio (straight bullets or narrative, CEO, important people, or org.) - Backgrounder (B- roll, background roll) ‐- Feature (feature- length story) ‐- Case History ( development of product) - By- liner (aka ghost writing, article written by one person and signed by another, usually‐CEO) - Memorandum (typically internal correspondence, but can be used as a key for press knowing what's going on) - Pitch letter - Round- up article-‐ industry segmet opposed to individual company (automotive ‐industry v. Ford) - Fact sheet - important #s ‐- Position paper- how our company stands out ‐- Standby statement- here's what we are going to say when "x" happens ‐- Speech NEWS CONFERENCES - -‐ > be careful, MAJOR EVENTS ONLY‐- -‐ > reporters don’t like them, not enough time, but if it's REALLY important it's a good ‐way to get the info out • held where it best suits the media unless the location itself is what is newsworthy (ex. swimming pool for horses, must SEE location to get the full effect) - be mindful of media deadlines - hold for major events only - if you can get the info to the media quicker, simpler with a news release, DO THAT INSTEAD EXCLUSIVES - -‐ > not really fair, creates alliances and doesn't build a range of good relationships with‐the press - in general, don’t use these - Exception: news of limited interest might get coverage if given as an exclusive - If you do... rotate the exclusives with the media (don't play favorites) TALKING OFF THE RECORD - in general, don't do it - very tricky and reporters like to manipulate what was said so they can get a quote • IMPORTANT: establish the rules FIRST, be clear when you go OFF and when you go BACK ON the record...offer the reporter something in return - -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐ ‐MANAGING CRISES: The Do's and Don'ts of a Public Relations Crisis CRISIS- ‐ any situation that can affect the well- being ‐ of an organizationv.EMERGENCY- ‐ something happens and you deal with it, but it doesn't affect the well- being of ‐an org. Timeframe of a Crisis... - Shock- don't believe just what happened; denial ‐- Anger- many people harbored hate and disrespect for Arab-‐ Muslims after 9/11 ‐- Siege mentality- cocooning; not going out and staying isolated w/in the home ‐- Adjustment- making adjustments to norms (TSA restrictions and procedures) ‐- Adaptation- people aren't surprised anymore about TSA regulations and just go with it ‐TYPES of CRISES...• Fire, explosions, product tampering (Tylenol example), law suits, environmental damage ( 1989 Exxon Valdez- still litigation), product defects, terrorism ‐3 MAJOR TYPES... - IMMEDIATE = happening right now! - EMERGING = shit is going to hit the fan, just a matter of time - SUSTAINED = ongoing issue (Exxon Valdez, Challenger explosion, etc.) RAMIFICATIONS... - Stock devaluation, lose money - Decrease in consumer confidence, lose customers - Loss of the public trust, lose *good* reputation - Legal FEES! - Political Intervention COMMUNICATING during a CRISIS: - DO NOT SPECULATE, just say, "I don't know and I will find out." - Make your point and REPEAT often - Est. self as the most AUTHORITATIVE source - STAY ON RECORD - Anticipate questions and prepare good answers - Usually keep CEO away from press, but if he is articulate and can handle it go for it • TALKING TO MEDIA:o speak first and ofteno don’t speculateo stay on the recordo stay with the factso be open and concerned, not defensive o make your pt. and repeat often o don't WAGE WAR with the mediao Est. self as authority sourceo Stay CALM and TRUTHFUL... NEVER LIE! TODAY'S REPORTERS - young, inexperienced, and not well- trained in journalism ‐- don't understand org. and gov. and how they work - skeptical of any PR effort, so you must win their trust and keep


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