- •Ильина о.К., Тычинский а.А.
- •Предисловие
- •Методическая записка
- •Content
- •Marketing communication
- •The role of public relations in the marketing mix
- •Public relations planning in the marketing mix
- •Marketing integration
- •Campaign development
- •Diagnosing the solution
- •Product launches
- •Improving brand equity
- •Public Relations in the future marketing mix
- •Step-by step planning process
- •Exercises
- •I. Discuss the following questions.
- •II. Say what the following refer to in the text of the article under the headlines:
- •Marketing integration
- •III. Match the following definitions with the word-combinations below.
- •IV. Complete the words.
- •Internal communication
- •Why communicate?
- •What do people want to know?
- •Some communication techniques
- •Communication and leadership: the bp Oil experience
- •Background
- •Preparing the ground
- •Creating the right attitude
- •1 The right attitude (see Figure 2.2)
- •Attitude Technique Talent
- •2 The communication road map
- •3 The good communicator
- •4 The head office communication forum
- •The virtuous circle
- •Link with human resources
- •Where is bp Oil now?
- •Exercises
- •II. Say what the following refer to in the text of the article under the headlines:
- •IX. Translate the following text from Russian into English.
- •(Виктория Чупровская. Внутренний pr способен решить коммуникативные проблемы в компании. Www.Prlink.Ru)
- •Сommunity relations
- •Background
- •What is community relations?
- •Why bother?
- •Methods used in a community relations programme
- •One piece in the jigsaw
- •Research
- •Strategic objectives
- •Project selection criteria
- •A sponsorship example
- •Donations policy
- •How can the project be developed?
- •Measurement and evaluation criteria
- •Business benefits of the programme
- •Employee participation in the community involvement programme
- •Why bother involving your employees?
- •How do you know that the programme is a success?
- •Internationalising the programme
- •Future developments
- •Conclusion
- •Exercises
- •I. Discuss the following questions.
- •II. Say what the following refer to in the text of the article under the headlines:
- •IV. Complete the words.
- •V. Translate the following word-combinations from Russian into English consulting the article.
- •Financial public relations
- •How do you define financial public relations?
- •The basic task
- •Corporate public relations
- •What contribution does financial public relations make to the success of a company?
- •What are the rules that govern financial public relations?
- •Why has this business become such a major industry?
- •Investor relations – Is it public?
- •Coordination and consistency
- •A time to speak and time to remain silent
- •How does it fit in with other areas of public relations?
- •In-house or consultancy?
- •Vickers plc – a very brief case study
- •Conclusion
- •A checklist
- •Exercises
- •Corporate public relations
- •Vickers plc – a very brief case study
- •VIII. Translate the following text from English into Russian.
- •IX. Translate the following text from Russian into English.
- •X. Summarize the article “Financial Public Relations”.
- •XI. Solve the following pr problem.
- •Local government and government relations
- •Why central and local government matter
- •Effective public affairs
- •Defining public affairs
- •Central and local government
- •Government
- •Members
- •Local government
- •Gaining access
- •Case studies
- •Bail Bandits – a campaign to change the law
- •The execution
- •Trident – battle of the dockyards
- •Key points
- •Exercises
- •Business to business public relations by Nigel Lawrence
- •The customer rules
- •How do you know it works?
- •The trade press
- •Getting it right
- •Being prepared
- •Getting the good news across
- •Joining forces
- •Conclusion
- •Exercises
- •II. Say what the following refer to in the text of the article under the headlines:
- •Public relations for non-commercial organizations
- •The mission
- •Not-for-profit pr
- •The public presence
- •Partnership – the sum is greater …
- •Provision of services
- •Involvement of interested parties
- •Case studies – the human face
- •Aims, objectives and realization
- •Checklist for a successful campaign
- •Exercises
- •II. Say what the following refer to in the text of the article under the headlines:
- •Involvement of interested parties
- •III. Match the following definitions with the word-combinations below.
- •VI. Translate the following sentences from Russian into English using active vocabulary.
- •VII. Translate the following text from English into Russian.
- •Sponsorship
- •Definition of sponsorship
- •What makes a successful sponsorship?
- •Do’s and don’ts of sponsorship
- •The sponsorship package
- •Sponsorship package checklist
- •The public relations agency agenda
- •Exercises
- •II. Say what the following refer to in the text of the article under the headlines:
- •The sponsorship package
- •III. Match the following definitions with the word-combinations below.
- •IV. Complete the words.
- •V. Translate the following word-combinations from Russian into English consulting the article.
- •Environmental public relations
- •Be aware of public concerns
- •Chemicals industry – in the limelight
- •The Rhône-Poulenc initiative
- •Changing public perceptions
- •Putting the case for recycling
- •Looking to the future
- •Exercises
- •II. Say what the following refer to in the text of the article under the headlines:
- •III. Match the following definitions with the word-combinations below.
- •IV. Complete the words.
- •(Dorothy Seed. Global warming changes attitudes to nuclear power / Behind The SpinPublic Relations. Http://publicsphere.Typepad.Com/behindthespin/2006/11)
- •Glossary a
How do you know that the programme is a success?
Any recently introduced concept is always subjected to intense management scrutiny in the early stages of its development. One of the first signs that your programme is being accepted is when you are not continually being asked to demonstrate the business case for every project submitted for approval. As a result the concept may then be championed by a senior executive who is convinced of the overall benefits and seen to be both publicly supportive and personally involved.
Your success will be enhanced by third party endorsements and by clearly demonstrating the impact of the programme via clear measurements relating to coverage (volume, frequency and quality), employee involvement, feedback and ultimately examples of direct business benefits.
For example, numerous sales leads can result from a well-targeted hospitality event. The key to any sale is creating the opportunity to present the benefits of your product to the right person, who has the authority to agree a purchase. Such individuals are in great demand and their time is limited. However they may have a specific social interest, e.g. the ballet or a particular sport. By inviting them to attend a hospitality event which reflects their social interests, you increase the chance of them attending. This then gives you the opportunity to develop links which hopefully will lead to future sale.
Internationalising the programme
Many community programmes are being developed on an international basis in order to demonstrate global corporate responsibilities. As more and more companies develop global markets, this trend will continue.
For example, when a new joint venture is announced, the partnership could be publicly celebrated by sponsoring a project in the home town of the new partner, including matched funding from your partner. This permanent community reminder of the partnership is a mutually beneficial goodwill gesture which should attract good publicity and offer opportunities to involve your new partner’s key community opinion formers.
Future developments
It is widely believed that in the future, community involvement programme will be: more professional, directly linked to supporting business opportunities, focused on areas which are employee/customer led, have greater education links and where more emphasis is given to awareness of the programme via associated media coverage.
Conclusion
Gone are the days when community programmes were designed to support the favourite charities of the board members. In today’s cost conscious corporate environment, any programme must be seen to be adding value to the overall objectives of the company.
A focused community relations programme must therefore be designed and implemented to the highest standards in order to be recognized and measured as a key activity for influencing the overall perception of a company’s reputation. By any evaluation criteria, it is an investment which must be made!
(Anne Gregory. Public Relations in Practice. – Kogan Page, 2001. – P. 51-66)