posted
U4, I agree with your take on the ballgame statement. It was double edged. I took it to mean that Qbid was no longer on the bench, but was ready to bat. I had to use my imagination, since I thought the statement was odd. A couple months ago I nominated Diana to be Franks spokeperson. He still needs one. Deveney tutors their clients on speaking to reporters and the public. Maybe,or hopefully,that's part of his package with them.
posted
Yep, like getting some serious interest in sponsership or funding.
dz
/
quote:Originally posted by whizknock: I agree with your ball game statement too! However he may have passed some huge hurtles during this convention that we are unaware of.
posted
Getting Deveny on board was almost as big as the launch it self! At this stage of the game it shows conviction on Franks part to make this thing a genuine TV network.
Anyone who still entertains the idea that this is a scam, take note. Scam companies hire pink sheet touts.
Emerging first-in-kind Television Networks seeking sponsorships from consummer driven Fortune 500 companies hire accomplished, respected, high end public relations firms.
Retaining Deveny removed what little doubt I had left. There's now absolutely no question in my mind that Frank will begin fullscale broadcasting within the next couple of months. Deveny did not climb on board an empty ship. Something else is in the works & Deveny may be helping that process as well. I believe Frank may have eluded to this with his "now we're in the ball game" statement.
Our pps will benifit most over a period of several years as this network learns what their target audience wants & delivers it. Our subscription numbers will increase month after month & new advertisers will sign on. When it comes to national forums on social & public policys, we will be viewed by straights & gay alike. This in turn will drive up ratings & bring in ever more advertising dollars.
Remember, Broadcasting TV Networks do not trade under a dollar a share. There are reasons for that.
Satellite radio did not experience the level of interest we have & we all saw what they did. SIRI is trading over $3 a share with 1 & 1/2 billion shares outstanding & niether XM or SIRI has reported a profit nor will they in the forseeable future. Stocks trade on future potential.
Our potential is enormous. Market cap, O/S? Who hasn't read U4's post about the level of trading we've seen. As U4 would say "Just look at the numbers!" The amount of money that has this company has moved is nothing short of staggering.
With Deveny on board stoking that interest as well as a buyback, we will never need a reverse split to be listed on a major exchange.
I've read alot of posts trying to inject reason into these threads & stating that $1 is out of question & that too many people are caught up in a pipe dream. I believe they will be surprised at the value this company is trading at one year from now.
It will not happen overnight. We have to send that initial signal just to open the door to all the posibilities this thing has going for it.
Even though pps was not moved that much, the coup of this convention was getting Deveny in our corner. That news alone was worth Franks investment in New Orleans. When I think about that (Deveny) in reference to what other deals they may have arranged it gets even more exciting.
From where I sit broadcasting is no longer in doubt. Everything else will fall in place.
quote:Originally posted by denzen: U4, I agree with your take on the ballgame statement. It was double edged. I took it to mean that Qbid was no longer on the bench, but was ready to bat. I had to use my imagination, since I thought the statement was odd. A couple months ago I nominated Diana to be Franks spokeperson. He still needs one. Deveney tutors their clients on speaking to reporters and the public. Maybe,or hopefully,that's part of his package with them.
goodnight,
dz
dz
HEY - DZ AND WHIZ AND RIZZO AND DOG AND HIPPO--THIS REMINDS ME OF A COLD NIGHT IN FEB. WHEN QBID WAS HATCHED. 2FAST4U CAME IN BATTIN FORTH AND HIT A HOME RUN WITH THE BASES LOADED. YYYYYAAAAEEEEEE DDDDAAAADDYYY
quote:Originally posted by realityinc21: HEY - DZ AND WHIZ AND RIZZO AND DOG AND HIPPO--THIS REMINDS ME OF A COLD NIGHT IN FEB. WHEN QBID WAS HATCHED. 2FAST4U CAME IN BATTIN FORTH AND HIT A HOME RUN WITH THE BASES LOADED. YYYYYAAAAEEEEEE DDDDAAAADDYYY
What's really sweet is if we hit anything we're going up, a home run just takes us over the wall. I actually bought a little high at .0004 on Feb 2nd & still a little pissed at myself for not getting twice as much more when it drifted back down to .0002! Oh well! Live & you learn. Still holding all original shares!
quote:Originally posted by 2ndrow: I found another article written on May 3rd that mentions Q Television. It is definitely a nice read even though it isn't specifically talking about the Q in the article.
If you scroll down to the list of networks attempting to make it right now Q Television is listed.
The Case NOLA Live, New Orleans’ premier city Web site, was poised to launch www.mardigras.com, a Web site featuring everything Mardi Gras; event schedules and parade routes, Mardi Gras history and trivia, forums, games, merchandise, and its main attraction—live cameras with streaming video and 20-second updated photos of the celebration from hot spots around the city.
The goal was to bring visitors to the site to document an audience in order to sell future advertising for the site.
The Research
The site needed to gain significant interest and awareness and differentiate itself from other sites in order to generate revenue through advertising on the site in years to come. The Internet Advertising Bureau reported that Internet advertising revenue hit $1.92 billion in 1998, the first time Internet advertising exceeded $1 billion within the same calendar year. This offered the client a large opportunity to build a Web site that could generate revenue. The bureau added that Internet advertising has not reached a plateau and is expected to continue a sustained period of growth in the future.
We worked with the client to identify 16 distinct target metropolitan areas, based on Internet usage trends, and identified specific audiences within the cities. Any visitor was a good visitor, but research identified that the most desirable visitors were entertainment seekers and active news readers/viewers, and that men aged 18 to 36 had a large share of this broad profile. Because 75 percent of Internet users say that they get more of their news from traditional outlets, and local television news and daily newspapers are Americans’ favorite news sources, we also targeted media to gain interest and awareness among the target audience and drive them to the site.
The Strategy We developed a comprehensive, national integrated marketing campaign, including media relations and promotions, in 16 target markets, working closely with NOLA’s advertising and marketing staff to ensure a unified effort.
We first created exhaustive, targeted media lists and coordinated national media relations to garner extensive coverage, and then created releases targeted to specific audiences identified as important, such as African-Americans and health and business reporters. We also developed tailored angles for travel writers and travel agents as well as the hotel and travel industry.
We then developed and executed promotions that maximized available technology while reaching our target audiences in the 16 markets nationwide. Using e-cards and Internet technology, we sent targeted information to hundreds of online and Internet reporters, as well as identified corporate partners and colleagues.
We also brought together a nationwide host of Internet cafés in a contest to win a complete Mardi Gras party for the patrons of the winning café. These unique approaches, coupled with Web casts of some of the season’s most spectacular Mardi Gras events, generated interest, awareness and, most importantly, visitors to the site.
The Results During the brief, one-month campaign, 2.2 million readers read about the Web site in outlets including Newsday (one of the top ten most widely read papers in the country), The Orlando Sentinel, The Baltimore Sun, The Courier-New and El Nuevo Dia, the newspaper of Puerto Rico.
Seven million viewers across the country saw mardigras.com featured on ABC World News This Morning, ABC World News Now, the regional ABC, CBS and NBC affiliates and Satellite DirecTV station ZDTV.
In addition, mardigras.com received radio coverage in 100 percent of the target markets and global coverage via a link from www.playboy.com, one of the Web’s most highly accessed sites.
The campaign exceeded the goal of driving 5 million visitors to the site and attracting advertisers for Mardi Gras 2000. Our campaign was so successful in creating buzz among potential advertisers that no more intense public relations services were needed for subsequent carnival seasons following the launch.
Mardigras.com received more than 28 million page views during the brief campaign, which exceeded the goal by 23 million page views or 560 percent (cost-per-page view of .0008 cents.) On Mardi Gras day alone, the site recorded 8.1 million page views, and 25 million the week of Mardi Gras. The amount of traffic to the Web site caused the server to overload. Page views recorded in 1999 by mardigras.com and its sister site NOLA.com totaled more than 107 million.
The cyber café promotion was extremely successful, with 100 percent of the cafés asked participating. The contest resulted in users logging in up until the final minutes when a café in North Carolina was named the winner. Media promotions were highly successful—our media results attest to that. We also received positive feedback on the postcards we sent publicizing the events and the events themselves.
Media coverage was valued at more than $7 million, compared to fees of $24,000 (or a 292:1 return ratio) on the client’s marketing investment. Advertising revenue on mardigras.com for 2000 was conservatively projected at $300,000, well-exceeding client expectations.
posted
Award of Excellence Deveney Communication, "Tour Bus Incident," Deveney Communication, Mobile Chapter Category 5.B: Writing for Media | Other Award of Excellence Deveney Communication, "Crisis Communication Feature Article Series," Mobile Chapter Deveney Communication, "GourmetFoodMall Launch/Holiday Media Relations," Mobile Chapter Certificate of Merit Stacy Benefield, "Rural Hospital Series,"
IP: Logged |
The Case Southeast Medical Alliance (SMA) decided to remove its CEO of nearly 10 years. Knowing the move would create a sensitive situation, the company initiated a crisis communications plan before making the public announcement in September 1998. The organization had grown beyond the CEO's ability to manage it and several financial, managerial and organizational indicators underscored the need for new executive leadership.
As a major managed care provider serving more than 500,000 HMO and PPO members in four states (Louisiana, Mississippi, Arkansas and Texas), its reputation was on the line. Client contracts were entering the negotiation phase and a lack of confidence in SMA's financial stability would have been disastrous. SMA also had to be prepared for intense press scrutiny of its decision to replace the CEO with a senior board member on an interim basis.
The Plan SMA retained Deveney Communication in New Orleans to provide damage control among three core audiences: employees, providers and the media.
Pressured by a tight deadline in September, Deveney worked with SMA's senior management to develop a communication plan that focused on SMA taking key precautions to protect its reputation and tightly controlling messages regarding its new leadership and company direction.
Having served SMA for nearly a decade, soon to be replaced CEO Barbara Louviere had a strong following and bond with several key employees, which meant this audience had to be handled with kid gloves, says John Deveney, who heads up Deveney Communication.
This component of the crisis strategy involved making SMA's 240 employees aware of the CEO decision before the press heard about it and keeping the messages consistent, candid and honest.
To thwart the threat of potential rumors spiraling out of control, Deveney relied on the internal communication and HR departments.
Those departments provided key insight on where the most disgruntled employees were and what the most pressing employee concerns were, involving corporate solvency and high employee turnover.
The Outcome On Sept. 14, when SMA announced that David Fine would replace Louviere as CEO on an interim basis, all employees were notified within six hours and providers within the week.
SMA emerged from its new CEO announcement with its image not only in tact but key stakeholder audiences expressed strengthened confidence in its business practices. Since the crisis program, SMA's HMO has increased covered lives by 41% and SMA's market share increased to 7.8% from 5% prior to the campaign.
The Cost Because of the sensitivity of the assignment, Deveney could not divulge what the agency's fees were for this assignment. Similar crisis assignments are billed hourly and tend to range in cost from $10,000 to $20,000 per project.
What Worked When SMA retained Deveney, one of its "wish list" requests was to escape the kind of negative media scrutiny other managed care organizations received when changes in executive management were announced.
Compared to the negative front-page headlines other managed care organizations generated when they announced a change in CEO leadership, the news about MSA's new CEO was buried on page 54 of a business weekly with a neutral headline that read "Managed Care Company Replaces Its CEO."
To achieve the low-key coverage SMA's senior management wanted, media messages were tightly controlled. For instance, Deveney chose not to hold a press conference and discouraged any on-air statements. "We wanted to avoid going into a knee-jerk-response mode by managing the situation as much as possible." In addition, Deveney, who was on call around the clock after the announcement, handled all media requests.
Though closely monitoring the media's messages was key to avoiding negative press coverage, Deveney also attributes this coup to ensuring that employees and providers were comfortable with SMA's new leadership. Disgruntled employees can wreak havoc on the kind of press coverage a company gets when changes in management occur, which is why communicators must learn the corporate culture and determine where the vulnerabilities are before going to the media, says Deveney.
(Deveney Communication, John Deveney, 504/949-3999)
Big Worry SMA's closest market competitors got eaten alive by the media when they announced changes in CEO leadership. Headlines read "Local HMO Fires President," "Capitation Drove Hospital-Owned HMO into the Red" and "HMO Prices Rise as Profits Slump."
Meat and Greet Opportunities to hear from the interim CEO in an informal context, such as the Q&A format of the chat & chew lunch sessions with all employees, were particularly effective.
Thinly Spreading The word In the absence of a press conference, press releases announcing the new interim CEO were sent to a list of prominent media in each of the four markets SMA has a presence. To keep the messages consistent, Deveney drafted talking points for SMA's top management that highlighted how the leadership change was part of the company's growth plans, key stats on its growth, and the seasoned experience of the interim CEO.
posted
Look at these awards...... ____________________________________________
AWARDS
Here are the awards we won in 1999-2000. We are currently submitting our work for nation-wide recognition and hope to add to this list on an ongoing basis.
Lots of outstanding dd posted last night. When the chips are down the allstocks board just digs in deeper.
As you see I emailed the pr. firm. Hope the will repond. We could truly be a help to each other because we certainly do reach a lot of people here.
I hope i did not offend anyone by saying I represented a group of people with a common goal to help QBID succeed. Not trying to overstep my boundry's--just rying to make them realize we are a large group and our opinion does count.
posted
"Credibility is king" A conversation with Conference Co-chair, John Deveney, APR
Selected New Orleans-based PR practitioners sat down recently with PRSA President and CEO Reed Bolton Byrum, APR, President-elect Del Galloway, APR, and Conference Co-chairs John Deveney, APR, and Dave Rickey, APR, to discuss specific elements of this year's International Conference, "Building Credibility, Confidence and Respect," in New Orleans, Oct. 25-28. Tactics will bring you excerpts of those interviews over the next three months.
The first interview is with John Deveney, APR, senior counsel for Deveney Communication, an internationally recognized PR firm that uses integrated marketing to make international, national and local clients more successful.
Nicholas Shapiro, one of Deveney Communication's senior communication strategists, interviewed Deveney. Here are excerpts from that interview.
How important is credibility? Credibility is king. Individuals are more informed, more discerning and more powerful today than ever. When individuals come together either in support of a cause or as consumers of a product, they are a force to be reckoned with. Gaining credibility with these groups is how you can harness this force.
Because audiences are more discerning, they are more selective in the sources of information they use. Any organization or information source that is not perceived as credible is disregarded, or worse yet, attracts significant opposition. Credibility wins the day.
Are most practitioners performing in a credible manner today? Our profession has a history of being underappreciated, underutilized and absent at the boardroom table for top-level strategic decisions. That is changing. Today's practitioners are capable strategists and are relied on to help corporate, civic and political leaders chart the best courses of action, make the right decisions and build the best possible future for their organizations and the people they serve.
Whether this more significant role is the cause or the effect of our performing credibly is uncertain, but it is certain we are living in a new age for the PR practitioner. PR's power and appreciation are stronger than in the past, and growing. CEOs, statesmen and colleagues from other disciplines are recognizing it and jumping on the PR bandwagon.
In the wake of recent corporate scandals, are today's business leaders turning to PR practitioners to learn and succeed or to duck and cover?
It is easy to spot from the day's headlines which leaders are utilizing strategic communication counsel and which are not. Organizations that are making gains during tremendous turmoil and market challenges are crafting and following sound communication strategies that revolve at their core around sound ethical, honest actions. There are excellent examples of leaders clearly incorporating strategic communication counsel in their decisions. NASA's Sean O'Keefe, who will be a General Session speaker at the Conference on Oct. 28, has handled the Columbia tragedy and the investigation that ensued with candor, transparency and leadership.
This caliber of leader is just the perspective you'll see at the Conference. Top corporate, nonprofit and association leaders will provide practitioners with the opportunity to review and challenge the best practices that are fermenting across the globe in response to some of the toughest situations.
How can practitioners gain credibility with vital audiences? Our industry lives and dies by our ethical behavior. PRSA's Code of Ethics should be second nature to us all. Research is another powerful resource. Regardless of the industry or environment, communicators manage the challenges of change at unprecedented speed and significance. For us to best counsel leaders, we must have answers: What is the situation? Who are crucial audience members? Who do we need to reach? Who could be our partners? What is current audience perception? What is important to them? What credibility do we currently have with them, and how can we gain greater credibility?
Next, I'd say enlisting the support of credible third parties is another significant factor. Identifying opinion leaders within a community and organizations or authorities that have the trust and attention of the people you are trying to reach can be critical in gaining or retaining credibility.
Ultimately, it is communication. The manner, frequency and quality of communication between an organization and the public that will gain or gut credibility.
Given the speed and complexity of change PRSA members face, how can professionals remain credible? Research has shown for some time that the most influential factor in shaping people's opinions or calling them to action is the news media. That's what makes media relations so significant in our profession, and why our ability to crystallize public opinion and inspire individuals to act is so vital.
Now, the public is increasingly skeptical of the news media. Research indicates that people believe news organizations often get facts wrong and have their own agendas. This reflects a more informed and discerning public. Instead of relying on traditional news organizations, people hit the Internet. They question and challenge the predigested synopsis that we see in the news, which used to be the vanguard of public opinion. Our application of the Internet, through discussion groups, Web chats, Web sites and other online vehicles represents the new toolbox for practitioners to shape and lead public opinion, but only if we retain credibility. No new tactic replaces the bottom-line necessity of operating ethically.
The Internet is a double-edged sword. Without a doubt, it's a channel to identify, reach and connect with discreet communities. However, online communities have a particularly low tolerance for anything short of complete candor, transparency and fact. Shaped messages online can be the opposite of effective.
The chief challenge for our profession is how we harness the opportunity and information on the Internet. That is why professional organizations like PRSA are fundamental resources, particularly our International Conference. The Conference points people in the right direction, offers best practices and provides the professional development and direction needed in managing this significant change.
What are some of the critical ways to earn the trust and gain the credibility of the audiences you referenced? Credibility has become a difficult and moving target. The standard keeps getting higher. As challenging as that is for organizational leaders, it is a hopeful sign that we are becoming a more enlightened society. Credibility is tied to the communication function. Whether we are talking about Enron or Martha Stewart, people want transparency - they want candid, open, honest communication of business practices.
To gain credibility with one audience, organizations are reviewed on how they treat other audiences. Cynicism would eclipse an organization that promotes that they care about their customers, if that same organization didn't have a comparable track record with their own employees. People want to buy from, fly with and invest in companies that are honest with their vendors, supportive of their employees, caring with their neighbors and good to the environment.
Practitioners are the architects and protectors of an organization's brand. Credibility is crucial to brand identity, as are transparency and good business practices with vendors and employees. But you have to look at the whole picture; you have to put the organization in the context of the society in which it lives. Are the executives that lead the organization demonstrated industry leaders and committed philanthropic partners? Are they involved in their community independently as well as corporately?
If credibility is lost, can it be earned back? Admittedly, it's an uphill battle. Regaining credibility after it has been lost demands candor. Offenders have to recognize the reality of the situation and be open and honest about it. That first step cannot be overstated. If it doesn't happen, then all the smoke and mirrors embattled CEOs may beg for are not going to make a considerable difference. First, you need to be open and honest about what happened, and ask yourself what the causal incident was that lost your credibility.
If an organization and its leadership can do that, then they can start on the path to regain credibility. That path is marked by candid and honest disclosure, an interest in the community around you as expressed through the individuals that make up that community, and a dedication to doing the right thing.
Lots of outstanding dd posted last night. When the chips are down the allstocks board just digs in deeper.
As you see I emailed the pr. firm. Hope the will repond. We could truly be a help to each other because we certainly do reach a lot of people here.
I hope i did not offend anyone by saying I represented a group of people with a common goal to help QBID succeed. Not trying to overstep my boundry's--just rying to make them realize we are a large group and our opinion does count.
GOOD MORNING ALL--LETS HAVE A GREAT POSITIVE DAY.
I'll nominate Diana as our groups offical representative. Any seconds?
But I like to hear and see my stuff first hand, so I will make my own phone calls and etc. But, since I don't own or have any connections with the ownership of ALLSTOCKS. I have no say in anyone representing ALLSTOCK/QBID TEAM.
I love others DD and I am sure they read mine. So, rock-on whoever steps up to the plate and runs with it.
-chuck
quote:Originally posted by GatorMan: I'll nominate Diana as our groups offical representative. Any seconds?
posted
Diana, you want me to answer that, but I never recieved an answer to my question to you.What gives? LOL
Anyway, I will. Since I don't know who Rachel Ward is and that poster from PRVH thread that you nicknamed" Beaver" used to call you Ward, I'ld tend to go with her. Truly I beleive you'ld do well.
dz
quote:Originally posted by realityinc21: DZ,
AS THE SPOKES PERSON--DO YOU PREFER SALLY FIELD OR RACHEL WARD. I CAN DO BOTH FAIRLY WELL NOW. LOL
posted
No Report has been compiled yet. I have been working hard at my DAY job. I have yet to recoop from the trip and I am dragging assp. I will get too it this weekend sometime folks.
Thanks, chuck
quote:Originally posted by CHIMAN34: Morning all. CASH...., you have mail. Please respond, thanks.
quote:Originally posted by CGHitman14: And the typical QBID morning. We're up and then of course BAM, we're shooting downwards. Wonder how low we'll go today...
PUBLIC RELATIONS, as defined by CPRS: "the management function which evaluates public attitudes, identifies the policies and procedures of an individual or organization with the public interest, and plans and executes a program of action to earn public understanding and acceptance."
PUBLIC RELATIONS, as defined by BAK: "The management function which determines an organization's communications-related objectives, evaluates public attitudes, identifies the policies and procedures of an individual or organization with the public interest, and plans and executes a program of action to earn public understanding and acceptance and cause actions to meet the objectives."
Let's break this definition down into bite-sized chunks
"The management function ..." -- the top public relations practitioner should be both a genuine PR practitioner and a senior executive, -- a member of management -- reporting to the Chief Executive Officer. See "First Principles" here. Public relations departments should not be topped with amateurs any more than a law department should be headed by a non-lawyer or an engineering department by a non-engineer. Filter-executives will diffuse almost any PR program.
"... which determines an organization's communications-related objectives ..." -- PR is proactive, determining the communications-related objectives, rather than acting as a service department, responding to someone's else's requests for action. The job of a PR department is NOT to wait for a manager in Human Resources or in Marketing to call and "place an order" for a news release or a memo to be e-mailed to all employees. "communications-related objectives" are those parts of the organization's business plan (or equivalent) that can be attained using the full range of communications tools and technologies, outside of paid product or service advertising and marketing-generated events, etc.
"... evaluates public attitudes ..." -- PR people need to know what the public (see a few paragraphs below for more information on what "public" means) thinks about an organization, its products and services, but also needs to know the public's attitudes toward all other issues and concepts and concerns that could affect business performance, outside, once again, of specific marketing-related product and service concerns. Opinion research belongs to the Public Relations Department. Product research belongs to the Marketing Department and the Engineering Department.
"... identifies the policies and procedures of an individual or organization with the public interest,..." -- "identifies" in the sense of "aligns itself" or "matches" with "the public interest" the way an organization or individual works and behaves. Individuals can have "PR" on their behalf, (performers and athletes come to mind, but "star" executives and academics can also make good use of PR. More often, PR serves organizations, including businesses, religions, universities and other institutions, associations, governments and government departments, and more. "with the public interest" means not what the public is interested in, but, in the political science sense of the phrase, the "good" of the overall public.
"public interest" relates both to the overall communities in which the organization operates, but to subsets within. Often called "publics" in PR jargon, these include but are not limited to current and prospective customers; current and prospective employees; retired employees; federal, municipal, regional, state, provincial and international (the United Nations or the European Union, for instance) governments, including elected and appointed officials; current and potential investors; competitors; and the media. Remember that the media are primarily a conduit to other publics, but need to be reached themselves in order to allow them to determine whether, when, how and where to carry your stories.
"... and plans and executes a program of action ..." -- Public relations practitioners must plan what to do proactively, and within chronological and geographic parameters. Public relations should not be reactive, nor should it just do the bidding of others within an organization. The Public Relations Department leads communications programs, and does deliver them as a service. "executes" means simply that the plans and programs must be put into action.
"... to earn public understanding and acceptance and cause actions to meet the objectives." -- Public relations must cause the various publics to understand what an organization stands for, and it must cause the various publics to accept, (in the sense of agree with the validity of) although not necessarily agree with, the objectives (buy our products, elect our candidate, come and work for us, allow us to exist within your community, etc. ) of an organization. The traditional Canadian Public Relations Society definitions stops here, but that is not good enough. A public relations program must cause actions to the benefit of the organization.
Sometimes, of course, the desired action is non-action. An employee communications program may be designed to keep employees from quitting. A lobbying program may be designed to keep legislators from changing the current law.
This need to cause actions can be, in fact, the driving force behind every aspect of the Public Relations program, and can also be, in a time of limited budgets, the controlling factor determining whether an activity should be planned and executed. Simply ask "What do we want who to do, when we put this part of our PR program into action?" If the answer is "build understanding" or "gain acceptance" it isn't good enough.
A Public Relations department can be organized in a variety of ways. It can have many generalists doing everything, each in a geographic area, or choose to have specialists who handle only a few aspects of PR over a large geographic area. Big organizations can have one PR department, or have separate departments within subsidiaries, or combine both.
At the end of the day, regardless of organizational format and staff, they should have provided leadership and support for marketing, sales, engineering, product development, human resources and other departments, and they should have communicated with customers and prospects and governments and communities and industry partners and many others.
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