Public Relations Management And Tactics

Question: Discuss about thePublic Relations Management And Tactics. Answer: Introduction: Roxy Jacenko: Past Life and Career Background Roxy Jacenko was born in 1980 in Sydney to a middle-class family. Her parents were capable of supplying her every wish since childhood, but they refrained from fulfilling Roxy's every other wish. Roxy undertook her education in a private school in Sydney. She in multiple interviews and posts commented about how particularly bad she was at school. She did not like to study and understood the rationale behind taking up a job at the age of 12. Roxy Jacenko started out in a McDonald's Drive through the outlet and handed over meals to motorists from a very young age. While she was studying her high school education, she got involved in the family fashion business (Dickerson 2003). But to everyone's amazement, her mother fired her from the family business over arguments about running the business appropriately. Apparently, Roxy had different ideas about running the family business on which point her family disagreed with her style of running the business. Striking Gold: New Found Confidence in PR Wing of Diesel After that, she undertook a formal training in public relations and was employed as a receptionist at the popular clothing brand Diesel'. She says that her learning experience at Diesel was immense and helped her to understand how to run a business successfully. She undertook every challenge and job that was bestowed upon her and never said no to anything thrown at her. She chanced to pounce on every other learning experience at Diesel (Green 2010). As the organization was small and well trimmed, she made her way to all departments and changed job profiles quickly. It was when she was brought down to the Public Relations department of Diesel', she was overwhelmed and claimed it to be a moment of truth where she discovered that it was PR where she enjoyed her niche. She was comfortable in dealing with every situation and responded to the crisis situations appropriately. She managed the PR brilliantly, contemporaries of Diesel, often enquired about who does the PR for Diesel. She made Diesel her classroom and her PR sector her empty canvas ready for a masterpiece. At the age of 24, she realized that she is doing no justice to her entrepreneurial skills by working at Diesel. She left Diesel PR and started her company under the name of Sweaty Betty PR. Sweaty Betty PR Caters to High Profile Clients Roxy had built the reputation of the firm in such a way that people know if they email Roxy, the answer's already on its way. It often claimed by recipients of Roxy's email within 30 seconds the reply has already been received on your system (Galliers and Leidner 2003). Within a short time, Sweaty Betty had over 150 clients with an annual turnover of 10 million AUS dollars. She was a full packaged powerhouse on her own. She has now downsized the number of clients in her company to around 50 something. The company and its leadership was getting apprehensive of providing quality services to its clients and feared downfall in their PR management strategies (Tracy 2014). She also funded the Ministry of Talent which is an initiative on her part to draw the online crowd onto her PR boat. The Ministry of Talent is now garnering 3 million in revenues each year. Roxy also co-owns Pixie Accessories, a hair accessory brand named after her four-year-old daughter Pixie. The other owner is her dau ghter herself, Pixie Jacenko. Theoretical Framework of PR Management Tactics PR works and suits best when it is treated as a strategic management practice tool. The Strategic managing of public relations in an organization is crucial as it represents the entire organization. The PR management tool is an effective way of handling the customer and shareholders perception (York 2010). The PR persons might want to make use of press release, briefs, statements, and others but thorough background research about a particular situation or crisis may be a well-informed choice which usually precedes other PR functions. The Strategic Planning of PR Process that we Have Developed The proper usage of formative research to identify the situation facing the company to correctly and appropriately designate and define the problem (Saffir 2000). The problem definition is of utmost importance; it is through this step and guideline that a PR manager successfully addresses the cause of the origin of the issue and tackles them effectively. The Second phase of a PR process is to develop a strategic plan of action which is the guidelines obtained from the survey or research work conducted about the subject on the previous step. Without the proper existence of clear-cut goals and objectives including measurable outcomes, and effective target based metrics. Taking further stock of the situation from the preliminary step of formative research and further substantiating your collected data by correlating them with other similar metrics based sources (Murray and Murray 2010). Data repositories can be especially useful in these situations, which can supplement any information with relevant content and accessory data analysis. The company which employs the PR must be notified about the possible outcomes and valid scenarios from the analysis of research data. Further notification to the PR implementation personnel on steps to be taken while executing the functionary of strategic PR and subtle details on which areas to focus on. The execution of the plan is done here in this step. The execution is done via the use of communication tools so that the objectives and goals are met and contribute in reaching those objectives (Govaert 2009). The last step in this process is to make sure that the plan is successful and appropriately contributes to the fulfillment of desired goals and objectives. The usage of evaluation tools is necessary for securing the utility of this practice in the future. Feedback is generated at this stage and sent to the represented company. Application of the Above Framework in Sweaty Betty PR Roxy Jacenko in her early days was quite proactive in her background research about the client she represents. The research and surveys the firm had invested upon, has been ever since paying capital returns. There are efficient mechanisms in place at the Sweaty Betty and Ministry of Talent premises to quickly investigate a situation and deploy their best data analytics personnel to crunch the numbers (Wink 2009). The situation would be immediately reported back to Roxy. The firm had the capability to execute. This being said the plans were converted to actions very soon enough from being launched at the table on the same morning. The firm was used to the habit of instant application; the employees were all ready to execute whatever came their way. There was no time for a second thought process. The decisions were primarily taken by Roxy. The person or company would be consulted on the firm and the decisions reconsidered. Roxy has always mentioned that she did poorly at a fair number of sectors. She suffered losses and massive catastrophes regarding PR due to her company's poor management of social media and its affairs. The company before the crucial decision about its clients major events or news briefs undergoes another round of mind storming about the possible outcomes. Scenarios are set up and tested with parameters. At this stage, Roxy says she had faltered many times, but overcame her moments with an air of great diffidence (Strategic plan 2010). The plan is executed. Feedback for the client is generated by Sweaty Betty PR at this level after confirmation of the success of the subject event. References Dickerson, K. (2003).Inside the fashion business. Upper Saddle River, N.J.: Prentice Hall. Galliers, R. and Leidner, D. (2003).Strategic information management. Oxford: Butterworth-Heinemann. Govaert, G. (2009).Data analysis. London: ISTE. Green, A. (2010).Creativity in public relations. London: Kogan Page. Murray, A. and Murray, A. (2010).Effective PR. London: Teach Yourself. Saffir, L. (2000).Power public relations. Lincolnwood, Ill.: NTC Business Books. Strategic plan. (2010). Bethesda, Md.: U.S. Dept. of Health and Human Services, National Institutes of Health, National Institute on Drug Abuse. Tracy, B. (2014).Leadership. New York: American Management Association. Wink, D. (2009). Communication Tools.Nurse Educator, 34(5), pp.189-191. York, R. (2010).Powerhouse. Toronto: Harlequin.