The Four Steps in a Public Relations Plan

By Edward M. Bury, APR

Director of Public Relations, CCIM Institute

Ask a dozen qualified public relations professionals to develop an effective program for your company or organization, and more than likely you’ll get 12 different – but potentially creditable – bodies of work. Regardless of who develops the program, one factor should be paramount:   

All truly effective public relations programs are based upon a four-step process. Here’s an overview of the four essential elements in any concerted public relations plan:

1.  Define the opportunity, or the potential threat. This begins with a review of the organization’s mission statement or strategic plan; then conduct a situational analysis that investigates:

·     A review of what’s happened in the past, or a historical perspective.

·     An internal and external analysis of what employees, neighbors, competitors and other audiences believe.

·     A review of management and its actions and practices.

·     A forecast of where the company or organization is heading.

2.  Conduct research and develop a plan. Once the specific opportunity (or threat) is defined, initiate research to determine how to execute your plan. In broad terms, there are two types of research: Primary (what the company finds out on its own) and secondary (what it learns from other sources.) There are a myriad of research tactics, including surveys, an analysis of existing data or reports and focus groups. Use research findings to build a plan with realistic goals, sound strategies, measurable objectives and proven tactics.

3.  Execute the plan. An underlying principle of public relations is to communicate effectively in order to build mutually beneficial relationships. The tactics employed to deliver the message –through media relations, via special events or promotions, presentations to community groups, etc. – should be structured to help realize the goals, strategies and objectives identified in the initial plan. And, of course, the plan should be built upon a set budget that includes professional services and any related costs for production or other out-of-pocket expenses.

4.  Evaluate and Make Adjustments. While the program is being executed, monitor the results of the program tactics. Are they on track to meet the objectives as initially defined?   If not, then an analysis should take place to determine whether errors were made when the program was conceived and executed. Adjustments made during the course of the program could put it back on track.