What If Textile Industry Leaders..

By Author: Robert A. Kelly
Total Articles: 13
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In my view, current public relations practice in some industries does not bring enough weight to bear on their most important target audience.
put renewed emphasis on end game public relations possibly allowing high-priority issues like reciprocal tariff reductions, consistent rules of origin and unfair competition in U.S. markets to be resolved sooner rather than later? The textile industry faces the same test confronting other industries. Much of its promise lies in the hands of key external audiences whose perceptions and behaviors help determine the success or failure of priority industry issues. I don't relish stating the obvious, but in my view, current public relations practice in some industries does not bring enough weight to bear on their most important target audience. Public relations resources are usually spread across a variety of publics arguably of less immediate concern than the behaviors of the industry's #1 external audience. Then there is the amount of time it takes to bring such issues to resolution. The question arises: what can be done beyond the best practice public relations ...
... programming already underway by the industry's associations and major corporate members? The answer appears to be placing incremental industry resources where the biggest payoff is most likely: an aggressive public relations thrust structured for, and sharply focused on reaching, persuading and moving key target publics towards the industry position. Here's why. If one accepts the notion that HOW members of such an important public perceive a top industry initiative and, further, that those perceptions almost certainly will lead to predictable, follow on and hopefully supportive behaviors, a familiar strategy and an obvious course of action present themselves. Enrich and strengthen the public relations programming directed at altering the behaviors of that #1 target audience!! How to implement such activity is also obvious - begin an intense, specially dedicated communications effort designed to reach, persuade and move-to-desired-action as many members of that #1 public as possible. A simple idea which, by the way, is based on the underlying premise of public relations. People act on their own perception of the facts before them, and those perceptions lead to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those people whose behaviors directly impact a business or an industry, that public relations effort is a success. Fortunately, the means for implementing THAT fundamental strategy are in-hand. Prioritize the list of key audiences so that maximum fire power is applied to the public most impacted by the industry's major concern at that moment. Interact in a variety of ways with members of that key, external public listening carefully for their views, motivations, and for any looming problems. What is learned allows the public relations goal to be established. Then, set the strategy (create, change or reinforce existing perceptions). Prepare persuasive, high-impact messages designed to move target public perceptions (and thus behaviors) in the industry's direction. To carry those messages to the eyes and ears of the priority audience, communications tactics are needed (I call them beasts of burden) that are credible and effective at reaching their targets. There are scores of them ranging from media interviews, speeches and personal meetings to newsletters, the Internet, press releases and newsworthy special events. It's necessary to monitor continuously perceptions and opinion within that #1 target audience. First to measure how many individuals received the message, and how many are aware of message content. And second, to allow for mid-course correction by adjusting both content and the mix of communications tactics. The obvious conclusion? When it becomes clear that members of an industry's prime target public are not moving closer to that industry's position on an issue, consideration should be given to applying additional public relations firepower to the job of managing that public's perceptions and follow on behaviors. The additional firepower should help to move target public opinion in the industry's direction, thus producing incremental support for industry positions on the most crucial issues. end Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit: http://www.prcommentary.com About the Author Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit: http://www.prcommentary.com