The definitive guide to PR and communications—updated with the newest social media and brand-reputation tools and techniques
The most authoritative, comprehensive resource of its kind, The Handbook of Strategic Public Relations and Integrated Marketing Communications, Second Edition, is a gathering of 70 of the brightest, most influential figures in the field. It includes 27 new chapters as well as 44 new authors addressing the major changes in the field since the last edition: the use of social media in business, demanding and growing stakeholder relationships and a new era of openness and transparency to protect reputations and brands and to prevent crises.
Providing best practices for 28 key industries, the handbook is conveniently organized into thematic sections:
- Introduction to Public Relations and Integrated Communications— research, history, law and ethics
- Stakeholder Leadership in Public Relations—crisis management, employees, investors, consumers, press, corporate philanthropy and digital communities
- Current and Continuing Issues in Public Relations—business sustainability, environmental communications, and reputation and brand management
- Industries and Organizations: Business-to-Consumer and Business-to-Business—automotive, aviation, insurance, hospitality, healthcare, consulting, financial, food, law and energy
Each section highlights specific case studies and examples to illuminate exactly how to plan and execute different methods for optimum results. The book concludes with a section on the future of the industry—developing issues, trends and roles of public relations and integrated communications.
Use The Handbook of Strategic Public Relations and Integrated Marketing Communications to position your company, your brand and yourself for success for many years to come.
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About the Author
Clarke Caywood is Director of the graduate program in Public relations and Corporate Branding and past chair of the Department of Integrated Marketing Communications in the Medill Graduate School at Northwestern Unversity. With his colleagues Dr. Caywood developed the internationally known IMC graduate program in advertising, promotions, public relations, direct, database and ecommerce marketing. With his wife, Mary Westing Caywood he also manages a successful executive training and management consulting firm that has trained or addressed over 7000 business leaders on integrated marketing and communications.
Read an Excerpt
THE HANDBOOK OF STRATEGIC PUBLIC RELATIONS AND INTEGRATED MARKETING COMMUNICATIONS
By CLARKE L. CAYWOOD
The McGraw-Hill Companies, Inc.Copyright © 2012Clarke L. Caywood
All rights reserved.
TWENTY-FIRST CENTURY PUBLIC RELATIONS: The Strategic Stages of Integrated Marketing Communications
Clarke L. Caywood, Ph.D. Professor and Past Chairman, Department of Integrated Marketing Communications
Medill School of Journalism, Media, Integrated Marketing Communications Northwestern University
Since the last time I edited this book, public relations (PR) practitioners have continued their efforts to build strong leadership for businesses and other complex organizations. These continued efforts to integrate at several levels of business and society will create more integrated management processes, protecting and preserving the reputation of the organization and its stakeholders. In the past decade, public relations has moved beyond its self- defined role of building "relations" to integrating relationships between an organization and its publics.
Public relations is the profitable integration of an organization's new and continuing relationship with stakeholders, including customers, by managing all communications contacts with the organization, which creates and protects the brand and the reputation of the organization.
After reading all the chapters in this second edition of the Handbook, the big idea that emerges is that PR provides management a leadership opportunity to integrate relationships both inside and outside their organization, using a wide range of management strategies and tactics, including communications. I was surprised to find that I only needed to modify my formal definition slightly since the first edition.
Out of all the functions of management, PR has the broadest reach, appealing to the greatest number of audiences or stakeholder groups and individuals. The chief executive officer (CEO) understands that the shareholder, employee and customer are all important stakeholders, although not the only ones. This book begins its section on stakeholders with a chapter on employees by Insidedge CEO, Keith Burton (Chapter 8), which makes this important point.
However, PR is still naturally focused on communications as its strategic advantage and knowledge base. Because of what we are presently calling social media, the field of communications has exploded. The social media chapter, written by part of the leadership team at Edelman, reinforces the concept that PR has gained the greatest ownership and understanding of the use of these applications. Reputation management is now under the wing of public relations, as demonstrated in the chapter by John Graham of Fleishman-Hillard (Chapter 25).
Although some teachers and practitioners continue to waiver between the fields being called strategic communications and public relations, I prefer not to begin to label all the sister fields of marketing, advertising, and human resources with the now overused descriptor of strategy or strategic.
Possibly the most confusing part of my working definition of PR is the word profitable. My defense is the effort to align PR with driving corporate and organizational goals rather than the use of a more narrow definition of PR, focusing only on the functions of PR. With my background in ethical political campaigns, government service, public television, business and academics, I know that the word profit has a special meaning in business. I have argued that the word profitable can be viewed as it appears in dictionary.com: "beneficial" or "useful." Using instead synonyms such as advantageous, valuable and helpful, the meaning for nonbusinesses such as nongovernmental organizations (NGOs) and other organizations may be clearer. Naturally, the link to profit reminds the reader of what they already know: profit is a financial term for the use of capital while profitable seems a bit less capitalistic.
The terms new and continuing are also prescient to the common marketing word loyalty. Perhaps loyalty is a more pithy representation of the idea, but new and continuing are dynamic. Finally, relationship is defined as a two-way interaction, obviously augmented by Web 2.0, which allows for the conversation to occur on the Internet. This idea continues to be defined by public relations.
GENERAL RELATIONSHIP INTEGRATION
Most of the authors in this field have the idea that integration is more than a simple (although useful) combination of the fields of advertising, promotions, direct marketing, events and marketing public relations. The growth of integrated marketing communications (IMC) as a practical field was based on the initial value of this useful combination of communication tactics into a more comprehensive strategy. However, what is still missing from the general teaching and understanding of IMC is a broader understanding of the importance of integration and why public relations is the ideal professional field to guide and lead in integration.
First, PR will lead corporations and other organizations on several levels, including the integration of relationships with various stakeholders, the integration of corporate and organizational structures, the integration with industry and competitive groups, and finally, the integration with society. The integration of complex organizations demonstrates the range of leadership that public relations professionals can offer, from a macro level of interaction with society to a more micro level with individual stakeholders. This range of relationship building and management is what is ultimately appealing to many professionals in the field, with a broader view of the ultimate role of individuals and organizations.
STAKEHOLDER RELATIONSHIP INTEGRATION
The first level of integration relies on the PR professional's intellectual and skill-based fostering of new relationships with valuable stakeholders to maintain and enhance the reputation of her organization. Stakeholders include individuals and organizations that have a stake in the failure or success of an organization.
As the name suggests, public relations manages relations with various publics. Rather than focusing on the important, but more narrow, relationship of marketing with customers, for example, public relations is expected to manage the corporation's or organization's relationships and reputation with many groups. More than other professions, public relations strengthens the outside–in perspective of an organization by managing relationships with many stakeholder groups inside and outside of the organizational boundaries. Borrowed from Chapter 7, with some modification from the energy industry, is a strong listing of stakeholders. In my experience, it is possible to double and triple the listings with specific names of stakeholder groups and individuals.
Management and executives
Federal elected officials
State elected officials
Local elected officials
Staffs of elected officials
National, state, and local
Traditional News Media
Social Media, Blogging, Tweeting, Facebook
Excerpted from THE HANDBOOK OF STRATEGIC PUBLIC RELATIONS AND INTEGRATED MARKETING COMMUNICATIONS by CLARKE L. CAYWOOD. Copyright © 2012 by Clarke L. Caywood. Excerpted by permission of The McGraw-Hill Companies, Inc..
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