Strengths of Maitland Repertory SocietyIn class exercise -
Week 10Sarah Snedden, Simone Beer, Thomas Russell & Lauren Hall
Monday 10-12pm tutorial – Melanie James
· MRS are an established organisation
· Have community support and is community minded
· Capabilities – acting talent
· Only established theatre organisation in area
· Healthy competition with G&S group – however MRS membership is low cost
· Permanent venue
· Great arts resource for area – committed to educating in acting, sound/light production, design etc.
· Knowledgeable teachers
· John Bell supports them – has assisted in training workshops
· Attract a good audience – life members
· Diverse membership – cater to different ages
· Good for community cultural awareness
· Affiliation with IGA, About Time Computer Solutions, Leisure Time Laundry, Farrow Wyatt Accounting & Maitland Arts Council
· Location – geographical centre, good public transport, not much traffic, easy to get a park, near train station
· Wide reach – only half an hour from most places
· Confidence building
· Aim to produce talent and shows to a professional standard
· PR – always aiming to improve
· IT – Website resource, easy to use, provides good information and provides sponsored links
· Communications – Mail-outs to members, posters, flyers
· Media coverage – Maitland Mercury spread
· Members – taught to be liaising with media
· Not for profit – as a strength, more likely to gain sponsorship because it’s a worthy cause
· Youth group shows are designed to travel
· Close to Hunter Valley wine country – tourism aspect
· Accreditations/Awards - Reamus – Tamworth Dramatic Society’s Drama Fest – won awards Best Actor etc.
· Scholarships to attend NIDA workshops
Sunday, September 23, 2007
Week 11 Reading
'Research and Evaluation' chapter from Public Relations: Theory and Practice, Edited by Jane Johnston and Clara Zawawi
I think the key points to remember from this week's readings were...
Research is a very important part particularly during the development and implementation stages of a public relations plan. Effective planning ensures more successful outputs, and research conducted at the conclusion of the public relations plan can identify the overall effectiveness of the plan. Research needs to be an ongoing part of a public relations plan, this is because management wants to be able to see and evaluate measured results. This is outlined by Seitel (2001: 106 cited in Johnston and Zawawi) who states "...management requires more facts and statistics from public relation professionals to show that their efforts contribute not only to overall organisational effectiveness but also to the bottom line.' Meaning that public relations practitioner's have to be accountable for their plans and research can help prove their effectiveness to their employer, and there success is often reliant on an understanding of your organisation's environment, knowing the strengths and weaknesses of your organisation and your competition, knowing the needs of your organisation's target publics and any other issues that could impact on your organisation. And these things can be discovered through effective research. 'Effective strategic management demands informed and sound judgement based on researched findings.' (Johnston & Zawawi, 2004, p. 139) Research can be a costly part of a public relations plan, however if implemented successfully it can be a very valuable part of any public relations plan. Research can be viewed as inputs, outputs and outcomes. Inputs are outline what goes into the plan, outputs are the elements of the plan such as a newsletter or event and outcomes are the effect the outputs have on the target publics. Research can also be informal or formal, qualitative or quantitative, primary or secondary, and some typical research techniques include interviews, focus groups, ethnographic studies, analysis of data, pre-testing, surveys, media monitoring, statistics, analysis of phone calls, environmental monitoring and more.
The readings made me think more about public relations theory/practice in that
This chapter emphasised the importance of public relations research and evaluation on the success of a public relations plan, and it made me think about all the different research methods that can be employed depending on the appropriateness for your organisation. It also made me think about how research should be the first step you take in your public relations plan, and the way you use it can impact on how valuable your plan is to your organisation.
I think the key points to remember from this week's readings were...
Research is a very important part particularly during the development and implementation stages of a public relations plan. Effective planning ensures more successful outputs, and research conducted at the conclusion of the public relations plan can identify the overall effectiveness of the plan. Research needs to be an ongoing part of a public relations plan, this is because management wants to be able to see and evaluate measured results. This is outlined by Seitel (2001: 106 cited in Johnston and Zawawi) who states "...management requires more facts and statistics from public relation professionals to show that their efforts contribute not only to overall organisational effectiveness but also to the bottom line.' Meaning that public relations practitioner's have to be accountable for their plans and research can help prove their effectiveness to their employer, and there success is often reliant on an understanding of your organisation's environment, knowing the strengths and weaknesses of your organisation and your competition, knowing the needs of your organisation's target publics and any other issues that could impact on your organisation. And these things can be discovered through effective research. 'Effective strategic management demands informed and sound judgement based on researched findings.' (Johnston & Zawawi, 2004, p. 139) Research can be a costly part of a public relations plan, however if implemented successfully it can be a very valuable part of any public relations plan. Research can be viewed as inputs, outputs and outcomes. Inputs are outline what goes into the plan, outputs are the elements of the plan such as a newsletter or event and outcomes are the effect the outputs have on the target publics. Research can also be informal or formal, qualitative or quantitative, primary or secondary, and some typical research techniques include interviews, focus groups, ethnographic studies, analysis of data, pre-testing, surveys, media monitoring, statistics, analysis of phone calls, environmental monitoring and more.
The readings made me think more about public relations theory/practice in that
This chapter emphasised the importance of public relations research and evaluation on the success of a public relations plan, and it made me think about all the different research methods that can be employed depending on the appropriateness for your organisation. It also made me think about how research should be the first step you take in your public relations plan, and the way you use it can impact on how valuable your plan is to your organisation.
Sunday, September 16, 2007
Week 10 Readings
'Strategy, planning and scheduling' from Public Relations: Theory and Practice, Edited by Jane Johnston and Clara Zawawi
'Tactics' from Public Relations: Theory and Practice, Edited by Jane Johnston and Clara Zawawi
I think the key points to remember from this week's readings were...
The key points from the 'strategy, planning and scheduling' reading was that strategic planning by the public relations officers can be one of the most important aspects, and that strategic planning to handle crisis situations and manage the organisation's image, can be one of the most beneficial applications of strategic planning. And also strategic two way communication needs to be aimed at all the necessary target publics, to be effective.
The 'Tactics' chapter showed that tactics are a very important part of any strategic public relations plan. The types of tactics include publicity, newsletters, advertising, functions, the Internet, information kits, media releases, brochures and much more. Many plans use a range of tactics, however some of the most successful tactics are the less obvious ones. Tactics are described as either controlled or uncontrolled. Controlled tactics are tactics that are controlled at every stage by a public relations officer. Uncontrolled tactics are tactics that can be changed or stopped completely, and the most common example of this is media relations tactics.
The readings made me think more about public relations theory/practice in that
This week's reading made me think more about public relations practice as strategic planning and tactics are very important aspects of a good public relations plan, and these are two in particular if employed well can make all the difference between a successful plan or not.
Both of these readings also made me think more about my assignment, not only how to develop my strategic plan, but also some of the tactics that could be employed.
'Tactics' from Public Relations: Theory and Practice, Edited by Jane Johnston and Clara Zawawi
I think the key points to remember from this week's readings were...
The key points from the 'strategy, planning and scheduling' reading was that strategic planning by the public relations officers can be one of the most important aspects, and that strategic planning to handle crisis situations and manage the organisation's image, can be one of the most beneficial applications of strategic planning. And also strategic two way communication needs to be aimed at all the necessary target publics, to be effective.
The 'Tactics' chapter showed that tactics are a very important part of any strategic public relations plan. The types of tactics include publicity, newsletters, advertising, functions, the Internet, information kits, media releases, brochures and much more. Many plans use a range of tactics, however some of the most successful tactics are the less obvious ones. Tactics are described as either controlled or uncontrolled. Controlled tactics are tactics that are controlled at every stage by a public relations officer. Uncontrolled tactics are tactics that can be changed or stopped completely, and the most common example of this is media relations tactics.
The readings made me think more about public relations theory/practice in that
This week's reading made me think more about public relations practice as strategic planning and tactics are very important aspects of a good public relations plan, and these are two in particular if employed well can make all the difference between a successful plan or not.
Both of these readings also made me think more about my assignment, not only how to develop my strategic plan, but also some of the tactics that could be employed.
Monday, September 10, 2007
Saturday, September 8, 2007
Week 9 Reading
'Sponsorship and Event Management' Chapter from Public Relations Theory and Practice, Edited by Jane Johnston and Clara Zawawi
I think the key points to remember from this week's readings were...
The key points from this reading were how sponsorship can be a very effective tactic for achieveing set goals. These tactics can include building trust banks, developing relationships with their audience and differentating themselves from other similar campaigns. Sponsorship can be expensive, but it can be highly effective if used to its full advantage to create goodwill. It is important to remember that sponsorship is not a donation, and that sponsorship requires something in return, however sponsorship does not have to be about money, it can involve a relationship of sharing manpower and expertise. Sponsorship can also enhance the
the organisation or event's image and reputation. There are several types of sponsorship, these include philanthropic sponsorship, corporate sponsorship and marketing sponsorship. Philanthropic sponsorship is community based sponsorship, Corporate sponsorship is partnering of one organisation with another organisation that is in no way linked. Marketing sponsorship is the most common form of sponsorship and is a cost effective method of sponsorship as the money is exchanged for tangible results.
The readings made me think more about public relations theory/practice in that
The readings made me think more about public relations practice in that obtaining sponsorship is a real challenge that public relations' planning, and depending on the event, different types of sponsorship are appropriate, and it will also depend on the kind of media coverage you hope to achieve.
I think the key points to remember from this week's readings were...
The key points from this reading were how sponsorship can be a very effective tactic for achieveing set goals. These tactics can include building trust banks, developing relationships with their audience and differentating themselves from other similar campaigns. Sponsorship can be expensive, but it can be highly effective if used to its full advantage to create goodwill. It is important to remember that sponsorship is not a donation, and that sponsorship requires something in return, however sponsorship does not have to be about money, it can involve a relationship of sharing manpower and expertise. Sponsorship can also enhance the
the organisation or event's image and reputation. There are several types of sponsorship, these include philanthropic sponsorship, corporate sponsorship and marketing sponsorship. Philanthropic sponsorship is community based sponsorship, Corporate sponsorship is partnering of one organisation with another organisation that is in no way linked. Marketing sponsorship is the most common form of sponsorship and is a cost effective method of sponsorship as the money is exchanged for tangible results.
The readings made me think more about public relations theory/practice in that
The readings made me think more about public relations practice in that obtaining sponsorship is a real challenge that public relations' planning, and depending on the event, different types of sponsorship are appropriate, and it will also depend on the kind of media coverage you hope to achieve.
Sunday, September 2, 2007
Week 8 Readings
'To Contact...or Not?: Investigating journalists' assessments of public relations subsidies and contact preferences' By Sallot, M. & Johnston, A.
'Writing a Media Release' chapter in The new Australian and New Zealand public relations manual, edited By Tymson, C., Lazar, P. & Lazar,R.
I think the key points to remember from this week's readings were...
The key points from the 'To Contact...or Not?' reading was that public relations practitioners need to adjust their strategic plan to utilize the growing capabilities of the internet. These capabilities not only allow for more direct communication with your audiences, but particularly the media. It is now common practise for there to be specific sections of a company website, solely devoted to communicating with the media. This is particularly important when 70% of journalists saying that the first place they search for information is the company's website. However many say that these tools are still not being used to their full potential and that public relations officers need to be learning and using these new skills.
The key points for the 'Writing a Media Release' chapter were how to best frame your media release to communicate with the media. Using journalist tools of timeliness, relevance, public interest, novelty, achievement, human interest or celebrity will make it more likely that a journalist will use your media release, as you have followed the journalist style and this makes it more appealing for journalists, as it means less work for them if your piece already suits the media outlet's criteria.
The readings made me think more about public relations theory/practice in that
The 'Writing a Media Release' Chapter made me think more about the practical side of public relations, because the style of your media release and the way the information is framed can make the difference between your story being run or not. This chapter also linked back to the 'To contact...or not?' reading because it looks at the positives and negatives of emailing the media.
'Writing a Media Release' chapter in The new Australian and New Zealand public relations manual, edited By Tymson, C., Lazar, P. & Lazar,R.
I think the key points to remember from this week's readings were...
The key points from the 'To Contact...or Not?' reading was that public relations practitioners need to adjust their strategic plan to utilize the growing capabilities of the internet. These capabilities not only allow for more direct communication with your audiences, but particularly the media. It is now common practise for there to be specific sections of a company website, solely devoted to communicating with the media. This is particularly important when 70% of journalists saying that the first place they search for information is the company's website. However many say that these tools are still not being used to their full potential and that public relations officers need to be learning and using these new skills.
The key points for the 'Writing a Media Release' chapter were how to best frame your media release to communicate with the media. Using journalist tools of timeliness, relevance, public interest, novelty, achievement, human interest or celebrity will make it more likely that a journalist will use your media release, as you have followed the journalist style and this makes it more appealing for journalists, as it means less work for them if your piece already suits the media outlet's criteria.
The readings made me think more about public relations theory/practice in that
The 'Writing a Media Release' Chapter made me think more about the practical side of public relations, because the style of your media release and the way the information is framed can make the difference between your story being run or not. This chapter also linked back to the 'To contact...or not?' reading because it looks at the positives and negatives of emailing the media.
Monday, August 27, 2007
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