第三講 公共關(guān)系公司與部門管理

公共關(guān)系公司與部門管理

中國傳媒大學(xué)廣告學(xué)院·

公共關(guān)系系衛(wèi)五名第一節(jié)In-house的地位與部門管理第二節(jié)Agency的管理與服務(wù)流程第三節(jié)專業(yè)公關(guān)公司管理

第一節(jié)In-house的地位與部門管理

一、名稱與地位

1、名稱世界500強(qiáng)企業(yè)：CorporateCommunicationsCommunicationsPublicRelationsPublicAffairsCorporateAffairsCorporateRelationsMarketingCommunicationsExternalAffairsInvestorRelations

中國：公共關(guān)系部公共事務(wù)部公司事務(wù)部廣告公關(guān)部營銷公關(guān)部形象推廣部辦公室

2、地位1）與市場(chǎng)營銷部門2）與人力資源部門3）法律顧問部門4）廣告部門5）市場(chǎng)信息部門

PresidentPRProductionAccountingPersonnelSales

PresidentExecutiveVPPersonnelPRMarketingLegal

PresidentVP——Production,Inventory,andEngineeringVP——Legal,Personnel,Sales,andPayrollVP——PR,Advertising,Marketing,andEmployeeComm.s二、公關(guān)部門所需的專業(yè)素養(yǎng)

1.Strategic&operationalmgmt.KnowledgeDevelopstrategiesforsolvingproblemsManageorganizationalresponsetoissuesDevelopgoalsandobjectivesfordept.PreparebudgetsManagepeople

2.ResearchknowledgePerformenvironmentalscanningDeterminePRtoyourorganizationUseresearchtosegmentpublicsConductevaluationresearch

3.NegotiationKnowledgeNegotiationwithactivistpublicsHelpmgmt.understandopinionsofpublicsUseconflictresolutiontheorieswithpublics

4.PersuasionKnowledgePersuadeapublicthatyourorganizationisrightUseattitudetheoryinacampaignGetpublicstobehaveasyourorganizationwants三、公共關(guān)系部門的職能

1.信息管理部2.決策參謀部3.宣傳和外交部第二節(jié)Agency的管理與服務(wù)流程一、規(guī)模人數(shù)：1-2人VS.超過2,800人地域：中小城市VS.跨國運(yùn)作營業(yè)額：數(shù)十萬RMBVS.過2億美元

服務(wù)范圍：小工型VS.戰(zhàn)略型二、結(jié)構(gòu)1.以服務(wù)類型分

CorporateadvertisingCorporatecounselingCrisismanagementEventmarketingGraphicdesignInternalcommunicationsInternetcommunicationsMediarelationsPublicaffairs

Branding2.以服務(wù)行業(yè)分

ITAutomobileHealthcareproductsGovernment&NGOConsumerproductsSports&EntertainmentCulture&ArtFoodIndustrialproducts

TechnologyRealestateFamilyelectronicappliance

3.以服務(wù)形式分

專業(yè)化分工形式（客戶部、媒介部、策劃部、活動(dòng)部、設(shè)計(jì)部等）完全事業(yè)部形式（團(tuán)隊(duì)獨(dú)立面對(duì)客戶、薪酬與業(yè)績掛鉤）專業(yè)-客戶形式

（圍繞特定行業(yè)建立客戶服務(wù)團(tuán)隊(duì)，并進(jìn)行適當(dāng)分工與協(xié)調(diào)）三、職位安排與分工

1.職位層級(jí)ReceptionAccountCoordinator/AssociateAssistantaccountexecutiveAccountExecutiveSeniorAccountExecutive/ConsultantAccountSupervisor/AccountManagerSeniorManagerDirectorManagingDirector/GeneralManagerVicePresidentPresident/CEOChairman2.分工

團(tuán)隊(duì)協(xié)作及其特點(diǎn)：1）Teammembersareneveralone.2）Neverletateammatedown.3）Noonelikestoworkwithtense,uptight,negative,uncooperative,complaining,unhelpfulpeople.4）Trytoavoidbringingonlyaproblemtoasupervisor.Comewithaproblemandarecommendedsolution.

5）Goodaccountpeopleshouldmotivateothers.四、收費(fèi)方式1.ProfessionalfeesNotincludingout-of-pocketexpenses,suchastelephone,shipping,copies,transportation,materialsprintingorproduction,locationrentalfees,etc.

Agenciesbilleachhourloggedtoaclientatabillingratecommensuratewiththestaffperson’slevelofexperience.

2.Mark-ups(代理費(fèi)，一般為Out-of-pocket的17.65%：15/85)3.Accessfees（投標(biāo)費(fèi)，無論成功與否每個(gè)公司都可得到的）4.Out-of-pocketexpenses5.Third-partyfees17.1%6.中國最近出現(xiàn)的以實(shí)際績效和市場(chǎng)回報(bào)定服務(wù)費(fèi)Out-of-pocketexpenses:DesignandillustrationFreelancersandconsultantPhotographyPrintingMailingandhandlingFoodandrefreshmentsAudiovisualmaterialTravelModeland/orspokespersonfeeEquipmentrentalMarkup7.Projectfees（Projectfeestakeintoaccountthedifferentpersonnelrequiredfromtheaccountteamandvariousagencydepartmentstocompleteadiscreteproject;essentially,whichpeopleandhowmuchoftheirtime.）8.Retainerfees（Inretainers,thehoursneededtoappropriatelyservicetheaccountareestimatedandagreeduponaheadoftimewiththeclient.）A$7,700/monthretainerfeemightbedevelopedbasedonthefollowinghourlyinputandbillingrates:Upto20hoursx$200(VP)

=

$3,000Upto37hoursx$125(AE)

=

$3,145Upto22hoursx$85(AA)

=

$1,540

$7,685Agencyexpenses:TelephoneFaxCopiesClippingandvideoservicePublicationsubscriptionsPostage,shipping,messengerEditorialandcliententertainmentSuggestedannualagencybudgetcategories開支發(fā)票細(xì)目（英鎊）公共關(guān)系工時(shí)費(fèi)用（35小時(shí)，65英鎊/小時(shí)）圖像制作費(fèi)（用于產(chǎn)品發(fā)布）圖像制作費(fèi)（用于企業(yè)內(nèi)刊）刊物設(shè)計(jì)與印刷費(fèi)學(xué)校資料的設(shè)計(jì)與印刷費(fèi)2275.00540.50742.702450.003820.00公共關(guān)系執(zhí)行費(fèi)用（傳真、電話、辦公服務(wù)器、郵費(fèi)）旅行費(fèi)（當(dāng)天返回倫敦和餐費(fèi)）408.0054.00增值稅（17.5%）10290.201800.79共計(jì)12090.99公關(guān)公司開出的月度開支發(fā)票ManagingaPublicRelationsFirmforGrowthandProfit2ndChapter13p187E:\PublicRelationsScannedBooks\ManagingaPublicRelationsFirmforGrowthandProfit2nd\File0013.PDF五、服務(wù)流程1.Access&contact2.Briefing3.Proposalbidding4.Makingcontracts5.Actionplan6.Execution7.Evaluation&follow-ups六、Top10PRfirmselectioncriteria

1.Qualityofaccountteam69%

2.Meetsdeadlines,keepspromises68%

3.Clientservice60%

4.Qualityofwriting52%

5.Strategiccounsel47%

6.Creativity46%

7.Mediaplacement44%

8.Chemistry（互動(dòng)過程）40%

9.Knowledgeofclientindustry39%

10.Qualityofmanagement35%11.Price第三節(jié)專業(yè)公關(guān)公司管理

一、服務(wù)準(zhǔn)則1.Results-oriented2.DeterminingResultsinAdvance3.EstablishConsistentContact4.InvestintheLearningCurve5.StayAvailable6.EstablishaFormalClientCommunicationsSystem7.MeetDeadlines8.MaintainDetailedFinancialControls9.DealwithMistakes10.BeaRealPerson11.EducateYourClient二、客服中的溝通原則

1.Askingtobeincludedincriticalmarketingmeetingsandappropriatestrategysessions;2.Beingaddedtothedistributionlistforappropriateinternalmemosandcorrespondence;3.Receivingcopiesofclippingswhentheclientisonthereceivingendfromtheservice;4.Establishinglinesofcommunicationthroughoutthecompany;5.Clearlyindicatingapprovalprocessesandappropriateinternaldistribution.與潛在客戶接洽的問題清單：與潛在客戶接洽的問題清單：來自潛在客戶的尖刻問題1.Haveyoueverdonethisbefore?2.Whoelsehaveyoudoneitfor?3.Whatifitdoesn’twork?4.Whyshouldweselectyou?5.WhyshouldwehireyouratherthatXYZagency?6.Whatareyouweaknesses?7.Willyouteachourpeoplewhatyouknow?三、客服中的客戶導(dǎo)向

1.WhatClientsLikeVersusWhatTheyHate

LikeHate1Integrity1.Baitandswitch;disappearingseniormanagementaftersale2Candor2.Over-promising3Professionalism,experience3.Fewresults,manyexcuses4.Knowledgeofcompany,industry4.Lackofknowledgeofcompany,industry,competition5.Strategicthinking5.Order-takingversusconsulting6.Newideas,enthusiasm6.Boilerplateclientservice7.Accessibility,responsiveness7.Lackofcommunication,responsiveness8.Budgetaryresponsibility8.Exceedingthebudget;lowperceivedvalue9.Bottom-lineorientation(theirs)9.Generalbusinessignorance10.Loyalty10.Chasingtheclientwiththebiggestbudget四、客服中的Do’sandDon’ts

Do’s1.Alwaysshowupontimeforclientmeetings.2.Takedetailednotesinmeetings;useclarityinsummariesandassignmentsresults.3.Makesureclientsknowwhenyou’llbeoutoftownorunavailable.4.Arrangeforback-upwhenoutoftheoffice;thevalueofteamsisthatsomeoneis(usually)alwaysavailable.5.Takecareofthelittlerequestsrightaway.6.Developthepersonaltouch:acknowledgebirthdays,client/agencyanniversaries.7.Usetheclient’sproductswheneverpossible.8.Meeteverydeadline(evenifitseemstheworldwon’tcometoanendifyoumiss“justthisonce”).9.Use“we”and“us”languagewhentalkingwithclients,ratherthan“you”and“yourcompany.”10.Besensitivetotheebbandflowofaclient’sbusiness(seasonality)andanyotherfactorsthatmighthelpyoushowyourinterest,intuitivenessandenthusiasm.10.Reviewtheprogramwiththeclientatregularintervals.11.Religiouslymeetbudgetcommitments;ifyoucan’t,communicatethereasonsandseekapprovalinadvance.12.Returnphonecallspromptly-andpersonally.

13.Preparesummariesandcontactmemoswithin24hours.Ensurethatalldecisionsreflectconsensusandarepreciselyworded.14.Gettoknowpeoplethroughoutyourclient’sbusiness,includingthoseinsales,technicalspecialists,operationsandotherusefulcontacts.15.Showcasetheentireaccountteam;talkintermsof“we”ratherthan“I.”16.Managetheclient’smoneyandtimeasthoughitwereyourown.17.Occasionallyask,“Howarewedoing?”

Don’ts1.Makeapromiseyoucan’tkeep.2.TalkaboutClientB’sworkinfrontofClientA.3.MakeaphonecallforClientBwhileworkingwithClientA.4.Coverupmistakes.5.Waitfortheclienttocallabouttrouble.6.Dismissanyclientcomplaintastrivial.7.Bad-mouthyourclientcontacttohisassociatesorsuppliers.8.Jointheclientinbad-mouthingassociates.

9.Regard“nonewsasgoodnews.”10.Surpriseaclientwithbadnews,higher-than-expectedbills,orprojectsheorsheshouldhaveknownaboutlongago.11.Over-