Every quarter to six months, PR pros work with clients to create a new strategy for the following quarter or remainder of the year.
This should include a review of the company’s goals to ensure the program is supportive, trends/topics the client should continue to own, what worked and what hasn’t during the program and new metrics to measure success.
If you’ve been working in the PR business long enough, the PR planning process can become rather formulaic, especially if you’ve worked with the client over a long period of time. Company goals can often remain the same and a radical change in topics and trends is atypical.
Sometimes a team, conditioned to hear “no” from the client on certain tactics or ideas, leaves out recommendations that truly should be discussed throughout the year.
If you aren’t vigilant, strategy and tactics blend together, and all PR plans start to look alike. It’s crucial that senior team members—vice presidents and directors—push the client (and team) to create a PR plan that is unique.
Client goals might be the same, but once you review company performance against those goals, you can start to see where PR is needed most. Perhaps there has been less traction in a specific vertical, a new competitor is on the scene that has been winning more proofs of concept, a new sales director has been hired to grow a certain region of
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