WEEK 1

                   CUSTOMER SERVICE
• FROM WIKIPEDIA - Customer service is doing things to satisfy a purchaser's needs. This may be before, during,
or after the purchase.
• FROM INVESTOPEDIA - Customer service  is the direct one-on-one interaction between a consumer making a
purchase and a representative of the company that is selling it.
• ENCYCLOPEDIA - The degree of assistance and courtesy granted those who patronize a business.
Customer Service is a complete and continuing service process that starts before sale takes place. 
           BEFORE:                                        DURING:                                                              AFTER:
  * Customer prospecting             *Sales interaction and rapport                         *Usage satisfaction 
  * Walk-in reception                   *Service fulfillment                                             –product performance
                                                                                                                                       *Post-sales support fulfillment
                                                                                                                                       *Relationship development
IMPORTANCE OF CUSTOMER SERVICE
1. Provides key competitive advantage
          Competitive advantage refers to factors that allow a company to produce goods or services better or more
cheaply than its rivals.
SIX FACTORS OF COMPETITIVE ADVANTAGE
• Price
• Location
• Quality
• Selection
• Speed
•Turnaround and service
2. Supports the corporate image being projected
         Corporate image is what the company and/or the brand want its target market to view or see, relative to what it
is supposed to satisfy as a utilitarian purpose given the need or want that it fulfills when the product or service bought
and used. The imagery is first created by advertising that translates the brand promise in a creative format.
• The perception is determined by how the company or brand presents itself through the following:
• Trademark/Logo
• Façade
•Inner ambiance
•Product and packaging design
•Content
•Quality of its ingredients
•Price
•Advertising concept, tone, and message
•Professional decorum
•Delivery sensory satisfaction
3. Translates the corporate business values statement into actionable terms
           Any company, large or small, corporate or sole proprietor managed, should have a clear VISION, MISSION
and VALUES STATEMENT that will guide its long-term corporate direction, how that direction shall be accomplished,
and how the company and its employees shall move together in achieving them when they deal with their customers.
4. Reduces the threat factor
            Customers will be loyal to the brand when they are consistently happy and very satisfied. The high headcount
of loyal customers enables the company to be weatherproof, so to speak.
• Business threats can be a regular or sudden occurrence. The threat can be short-lived one, lasting within a quarter,
semester, or even a whole year. It can be longer concern depending on the key causes that can emanate from
various external factors such as:
•Sales seasonality
•Competition
•Economics
•Politics
•Natural Calamities
•Internal Productivity
5. Can be a low-cost sales driver
           When the customer promise is delivered well and a big smile emanates from a happy customer, the next
attempt to make a sale will be easier and cheaper.
6. It’s an excellent market research tool
• Customer feedback is information provided by customers about their experience with a product or service.
• Market feedback is the company’s mirror of itself.
7. Creates the team—spirited work ethic
          When a company has a clearly written customer service-centered VALUES statement, the corporate culture
thus encourages everybody in the company to professionally work well with each other.
WEEK 2
THE CONTACT POINTS OF CUSTOMER SERVICE
1. SECURITY GUARD

 In this country, the security guard is most often the first contact when one enters an establishment
or parks at the parking area.
2. AUTOMATED VOICE MESSAGE SYSTEM 

 It is very frustrating to make a phone call to large companies with an automated voice message
system.  One needs to redial at least twice before a connection is achieved to the telephone
receptionist.
 3. WARM-BODIED TELEPHONE RECEPTIONIST 
Many telephone receptionist in general fail to

 Properly greet the called

 Have a pleasant, courteous, and clear tone of voice.

 Listen to what the caller is talking about and know how to properly reply,

 Be a helpful company representative,

 Connect the caller to the right party (if the caller is making a cold call or a first-time contact) or to the
named party, and

 Address the caller’s concern if the party being contacted is unable to repeatedly answer the caller either
due to absence or unavailability.
4. THE COMPANY WEBSITE 

 Many local companies have not properly designed their Web sites so that they are informative, user
friendly, and above all, an e-marketing venue.

 They are either too simple or visually cutter. They may be visually dull or exciting, hard selling or soft
selling.

 Many local Web sites do not reflect the kind of corporate image that is associated with in their
advertising persona, or for the matter their VISION, MISSION, and ids Statements.

 The viewer (particularly if it happens to be customer or a potential investor) will often be left unsatisfied
for their inquiry about the company specially for an after-sales service reason. A sales opportunity loss
can unknowing occur
5. SELLING AREA RECEPTION

 This is the place where a retailer achieves or fails to achieve its sales goals through its sales staff on
the floor. Barring the issue of the merchandise selection on display and their prices, a lot of transactions
can be achieved with the right customer service moves and salesmanship skills.
6. UNDERMANNED SERVICE COUNTER
  An undetermined service counter creates an opportunity loss for any company because it is unable to
adequately service the number of customers that want to transact with the company. It often results in a
long queue where customers not accustomed to waiting too long will tend to leave the premises.
7. THE UNCARING STAFF

 Great customer service includes providing the customer comfort and convenience when the party is
about to make a business transaction. Badly trained staff couldn’t care less how long you have waited
in line to get service attention. And by the time it is your turn, they don’t even acknowledge the agony it
took for you to get them.
8. THE ATM

 However, this too creates bad customer experience when the need to withdraw money at the time
needed is not satisfied when the ATM is out of service--- it has no money or is just plain operationally
dead as it is offline with the main bank server.
9. THE WAITING AREA

 In order to prevent daily mayhem, such companies have a customer service priority-numbered ticket
that is issued to each customer at the area’s entrance. An electronic billboard continually informs those
waiting what number is ready to be served and which service booth they are to go.
While that is good, the company will nevertheless encounter a customer service problem particularly if there are still
many customers that need to be served by the close of office hours. Those that may not be served will be naturally
angry and frustrated. These emotions are usually not addressed.
A DIFFERENT SERVICE PROTOCOLS
 Being creatures of habit, the customer will always want to be served by the favorite staffer as a
customer relationship may have been built up overtime like those in the case of a service provider such
as the barber shop, salon, health spa, auto repair shop, fine-dine restaurant and golf club.
WEEK 3
              The impact of customer fallouts resulting bad customer service

                                              
Losing a customer stems from bad experience— during the selling reception, while the transaction process is under
way or after the sale. The overall consequence of that unhappy experience leads to a customer decaying process—
the brand’s evaporating target market.
                                   General issues that could affect the purchase decision of the customers
                                                                  PRETERMINATED PURCHASE DECISION

 A purchase decision will often be aborted because something happened during the purchase process
which prompted this action from a potential customer. Often time, it is the little things that will cause this
situation to happen.
 What are those general issues where both conditions can either occur?
o Fulfilling the bureaucratic information forms and the submission process.
o Nonnegotiable price
o Hidden charges
o Unacceptable contract prints
o Long delivery time
o Long service time
o Unclear warranty commitments
o Unavailable product at the time of purchase
o Poor customer reception, rapport, and handling
o Indecisive sales staff—the sales person and the immediate superior

                                                            CUSTOMER FALLOUTS

 Losing customers due to their sad experience with a company or brand happens to a lot of businesses.
It just takes one mistake from the frontline staff to make this happen.
Unhappy customers point out the following issues:

 Inferior product quality

 Maintenance difficulties
 Inadequate or poorly rendered repair work
 Delivery delays or failed deliveries
 Failure to fulfill product or service warranties and guarantees
 Incompetent or discourteous employees
 Very high or sometimes very unreasonable price of maintenance.

These are usually the caused by these shortcomings:

  Poor quality-control management at the point of production and at pre-delivery
 Ill-trained staff---reception and service center
 Weak or nonexistent system of accountabilities
 Weak supply chain systems
 Weak dealer support from the product source.

1. Customer fallouts result in a greatly reduced brand equity position in the marketplace.
2. Customer loyalty is only as good as the last experience.
WEEK 4
                                  The different types of customer profile/4.2 Differentiate customers’ personality style

A key ingredient in creating a very good customer experience is by first recognizing the various types of customers,
and knowing what interactive strategy you should apply for each type so that a sales transactions can be achieved.

1. ARROGANT JENNIE
She is a good person who seems to have mastered the art of keeping her head up high in anything she does and
says. She may be looking rich or likewise somebody who 
seemingly looks down at others around her. The store manager or the sales staff are viewed as servants and treated
as such. You can actually feel a lot of cold wind blowing at your face when dealing with this type of customer.
2. BORING BETTY
You will not be able to identify her type until the business conversation begins. The sale or the service cannot start
without you lending an ear over her life story something that you may not want to hear at all as you are marking time
in trying to close a sale.
3. CELEBRITY SUE
She is basically a socialite by description. She may be a movie or television personality, a politician, or a politician’s
spouse or mistress. She is often with a male or female escort, or an entourage when she goes shopping, takes a trip,
eats in a restaurant, or just window-shops. She loves to bask in the limelight, as she wants to always flaunt her
celebrity status to anyone that sees her. She may have the money or the platinum credit card to buy merchandise,
but may turn out to be a tough customer to deal with before a sale can be concluded.
4. CHEAP DANNY
He is the type of customer who immediately looks at the price when inspecting merchandise---regardless of whether
what he is looking at is the expensive or the inexpensive stuff on display. He loves to compare prices among the
various items he sees. He buys things according to budget or what little cash in his wallet. Cheap Danny 
will only use his credit card (if he actually has one on hand) if the cash he carries around is insufficient. He can be
tough negotiator in haggling for the price of the item that he wants to purchase. He is a typical fellow with one
personal motto---buy low.
5. IMPATIENT AND DEMANDING CHIT
She may be typical businesswoman, a highly placed business executive, or a rich lady with a bad attitude as they
say. She marks time in anything she does, in any occasion 
she is attending, and in any sales transaction she is undertaking. She knows what she wants or what she is looking
for in the store among the articles on sale.
6. ECCENTRIC VICKY
She displays her mannerisms while she talking to you. She can be annoying customer who tends to often look at her
compact mirror several times to check on her makeup and her other physical features while you are making your
sales pitch, or serving her meal. She may be very observant as to how you look at her during your business
conversation, and may show some resentment if you are unable to praise or complement her.
7. HOMEY RONNIE
He is a fellow who shops dressed in his most casual clothes that may be usually worn at home. You can’t figure out
the onset if he has the cash to spend, or is just merely a window-shopper sucking up the cool air-conditioning in the
store. He can be like Cheap Danny who will negotiate for the price of the article being favorably considered. He has
the tendency to also treat you like household help even though you are formally attired given the company’s dress
code. Sometimes, however, he would feel a bit inferior to you given your formal image.
8. MEAN MINNIE
She is like Demanding Chit, but a tougher customer to deal with. She can be tact-less in what she says to you. She
has a few traits of Nitpicky Thelma as she is definitely sensitive to everything she sees or feels.
9. POLITE JOE
He is a fellow who treats you with respect the moment the business conversation begins. He can be disarming
because of his polite ways and humble looks. He can have a lot of questions for technical-oriented products
sometimes he may not immediately comprehend what you are telling him as you explain the various product features.
Thus, he may ask you to repeat your spiel, which may test your patience.
10. NITPICKY THELMA
She is miraculous about what you say and how the product that she is interested in buying looks like in detail. She is
good in noticing flaws in the product. She is also going to be particular about the value of the price relative to the
product features. She loves to compare your product with another brand and cite what can be its shortcomings over
the rival brand.
11. SPARKLING SAMANTHA
She is well dressed and wears a lot of jewelry--- real or otherwise. She wears heavy perfume as her deodorant. The
whole store area will immediately be filled with her scent. She is like a Celebrity Sue, but a bit flashier, in many
regards. She wants to you to be impressed with her seeming wealth due to her fashion accessories. She demands
your time and attention.
12. UNDECIDED MARILEN
She is typical customer who cannot make up her mind between two choices of anything. She plans what she wants to
buy. In a supermarket, she will be that shopper whom you will notice will take a while to read the labels of several
brands, pick two out and place them in her shopping cart, only to put one aside at the check-out counter. She may
even decide to forego buying the two items together.
13. KIDS AS CUSTOMER
Treat this type of customer as if they were your own so that their product selection can be focused and the
transaction can be quickly serviced. Be kindhearted to them and win their affection.
14. SENIOR CITIZENS AS CUSTOMER
Many are brand loyalists and are pretty much set in their ways, particularly on their spending patterns and lifestyles.
15. THE DIFFERENTLY-ABLED CUSTOMERS
They have to be treated more sensitively since the communication attribute is a challenge to hurdle. Patience will also
be a service virtue when dealing with them. Likewise, repeated clarification needs to be done to make sure one will
understand what they would like to buy or the service that they want to avail of.
   RECOMMENDED APPROACH
WEEK 5
These are the following characteristics an employee must possess to render great customer service:
1. Meet and greet your customers in the warmest and friendliest manner.
2. If you are able to recognize your customers on a second visit, thank them for coming back and immediately offer
yourself in serving them by saying “What can I do for you better this time around?”.
3. Make them comfortable in talking with your sales interaction.
4. Always use the soft-selling approach and do it with the proper tone of voice, that is, not too loud nor too soft.
5. Listen carefully to what they are saying and properly respond with the right answers.
6. Talk intelligently—be knowledgeable on many things without being abrasive, condescending, or hallowed braggart.
7. Have some humor during your discussions in order to diffused any tensed moments.
8. If price is a deal breaker, be prepared to negotiate within what you are allowed to counteroffer, or provide a trade—
off that is not price related, but rather a id-for-money proposition.
9. Do suggestive selling when a customer is showing some ambivalence or is hesitating in making purchase decision.
10. Be presentable to the customer at all time by being well-dressed, well-groomed, and above all showing a happy
disposition.
11. Be cool under pressure and don’t show you are emotionally stressed during the customer interaction.
12. Stay focused on the customer and avoid attending to an incoming mobile phone call, or another customer nearby
while you are engaged in an ongoing transaction.
13. Do not have the “can’t do” attitude, rather show your best side of flexibility and candor.
14. Be a solution to the problem and not a source of a problem.
15. Do the unexpected where you can create “customer delight”.
16. Be sensitive to their needs and satisfy them in a cheerful manner.
17. Make the transaction as convenient as possible where they don’t have to “lift a finger” or where the selling
process is a seamless and quick to undertake.
18. Call your immediate superior if it is only needed, and not immediately if you cannot satisfy a question nor make a
rational decision.
19. Be sure that you can deliver on your customer promise.
20. Always thank the customer when the business transaction is concluded.
21. Invite your customers back at the soonest time and make them feel very important.
22. AND remember, the CUSTOMER IS KING
                                                                                        Importance in handling customer service

Customer service is often at the heart of a business which aims to provide an exceptional service that leaves the
customer feeling valued and respected. Although providing an excellent service can involve extra resource, time and
money, when you get it right it will enable you to stand out from your competition, maintain a positive reputation
among future customers and encourage existing customers to purchase from your business again. Remember, it is
six times more expensive to acquire a new customer than to retain an existing customer!

Customer service is important because it can help you to:

 Increase customer loyalty

  Increase the amount of money each customer spends with your business

 Increase how often a customer buys from you

 Generate positive word-of-mouth about your business

There are many more reasons why customer service is important and many ways you can ensure you are
delivering the service which creates the perfect experience for your customers.
Strategies can include:
Understanding your customers' needs and wants
Treating your customers respectfully
Acting on promises made to your customer
Handling complaints and returns gracefully
Exceeding customer expectations
Going out of your way to help your customer.
All of the above approaches will contribute towards the customer feeling valued which over time can maximize their
customer lifetime value with your business.

Apply the so-called “extra miles” service which promotes good performance

 The effort exerted to please a customer comes from the heart and in many cases in a natural way due
to the wholesome personality of the individual at the front line. This creates CUSTOMER DELIGHT.

 The extra mile is actually what one does beyond what is expected or least expected from an individual
who is servicing a customer—those “little things” or “little extras.”
1. Establish a warm and friendly customer rapport.
2. Anticipate the customer’s every need and ask the right questions in learning what their special needs are or how
they can be best served.
3. Always remember that no request is too small, too large or too difficult.
4. Create a sense of urgency
5. Show genuine concern for the customer.
6. Anticipate possible problems that might arise or manage the problem to the satisfaction of the customer.
7. Make sure that the service that you render is always the better the next time around.
8. Thank the customer long after the service has been completed.
9. Call the customer occasionally to say hello.
10. Answer the phone, and have a pleasant and friendly tone of voice.
WEEK 7
 key areas that should satisfy the senses of customers
The key result areas that should satisfy their senses are the feeling of:
Comfort                                    Prosperity                             Completeness
Convenience                           Serenity                                 Beauty
Pleasantness                          Excitement                           Invitation
Happiness                               Fun                                          Wonder
Safety                                      Thrills                                     Peacefulness
Spaciousness                        Cleanliness                            Romance
Restfulness                           Warmth                                  Allure
Royalty                                   Coziness
Nostalgia                             Professional                                 competence

                                                                   The role of colors

WHITE Purity, faith, truth, sincerity, spiritual strength, safety

RED Energy, excitement, movement, sex, passion, strength, physical energy
Happiness, healing, peace, patience, sleep, stead fastness,  dependability productivity,
BLUE
masculinity
YELLO Cheerfulness, happiness, creativity, optimism, eloquence, movement, intellect,
W confidence, royalty
Prosperity,  growth,  nature, calm, conservatism, cooperation, luck, fertility,
GREEN
masculinity
GRAY Neutrality, middle-of-the-road, practicality
ORANGE Flamboyance, fun, general attraction, adaptability, stimulation.
WHITE Purity, faith, truth, sincerity, spiritual strength, safety
RED Energy, excitement, movement, sex, passion, strength, physical energy
Happiness, healing, peace, patience, sleep, steadfastness,dependability productivity,
BLUE
masculinity
YELLO Cheerfulness, happiness, creativity, optimism, eloquence, movement, intellect,
W confidence, royalty
Prosperity, growth, nature, calm, conservatism, cooperation, luck, fertility,
GREEN
masculinity
GRAY Neutrality, middle-of-the-road, practicality
ORANGE Flamboyance, fun, general attraction, adaptability, stimulation.

                                                    Guidelines in organizing a floor plan ambiance.

Aside from the color factor, mood is established through the tangible physical attributes found in the entire area as a
place of business. This includes the following:
1. Space
2. Room temperature
3. Furniture
4. Furnishings
5. Materials used for the interior décor
6. The position of where the furniture are placed
7. Applicable equipment
8. Walkway accessibilities
9. The outdoor areas
10. Cleanliness
1. SPACE
Describes the physical dimension of an area which is usually associated with the measurable attributes of height,
width, and length from vertical and horizontal perspectives.
2. ROOM TEMPERATURE
Its got to be in a cool 24 to 26 degrees Celsius-not too hot nor too cold in an air-conditioned atmosphere
Overhead ceiling fans in verandas, for example, will be good to generate wind movement coming from the outdoors
so that a “cool” temperature is experienced.
3. FURNITURE, FURNISHINGS AND THEIR POSITION
Customers are sometimes particular where they sit when they talking business.
Owners do go to the extreme of rearranging the furniture annually to make sure of the continued good chi.
4. EQUIPMENT
All types of equipment should be functioning at all times. Regular preventive maintenance should ensure that all will
reliably operate 24/7.
5. AMENITIES
This refers to the physical items that are part of the service that a customer will receive or experience from a service-
related establishment. This likewise include special services for the prized guests. 
In a hotel or passenger cruise line, it will be the following:

 Personal care products found in the bathroom

 Writing stationery

 Availability of cable television and Internet service

 House slippers

 House bathrobes

 Large and small fluffy white towels

 Extra pillows

 A well-stocked room refrigerator

  Complimentary coffee or tea, and bottled water

 Drinking glasses

 Room safe-deposit box

 A copy of local daily newspaper

 Complimentary drinks and fruit bowl and night mints.

6. ACCESIBILITY
Refers to the physical and personal aspect of a customer service proposition such as:

 People on wheelchairs should be able to move around unobstructed.

 Emergency exits should be clearly marked.

 Should consider hiring personnel who can communicate in sign language to address concerns of
speech-and hearing-impaired customers.

 Area for the smoking public

 Male children should be able to use adult rooms where the urinal are installed at a lower level.

7. CLEANLINESS
Nobody wants to eat on a newly washed plate that has some detergent residue because it was not thoroughly
washed.
Some guests are allergic to dust and this results in an immediate fever particularly for those with an asthmatic
condition.
WEEK 8
                           Types of customer service program
          An excellent customer service equates to a memorable and positive customer  experience---a happy
customer.  There is n other way of defining or describing what it is truly all about. One can tangibly measure
the success of a customer service program through the following barometers.
1. Written commendations
2. Business stability during low-selling periods and difficult business conditions
3. Business performance and profitability
4. Awards recognition

                                                                                         THREE TYPES OF CUSTOMER SERVICE PROGRAM

 STARTING PROGRAM – refers to the creation of a formal customer service program for a corporate
start-up or where an existing company has now recognizes the need to organize one as pressure from
the target market has dictated the need to do so.

 CONTINUING PROGRAM – refers to an  existing program in place that may be good working order
achieves the customer service goals of the company within itself and its customers.

 REVITALIZED PROGRAM – refers to a current program that may have some deficiencies and thus has
need to be rehabilitated in order that it may be attuned to the existing corporate business environment
and competitive pressure for its commercial survival or relaunch.
                                                                                         Process in creating customer service program
CREATE A GOOD BASELINE CUSTOMER SERVICE PROGRAM

 STEP 1: Assessment

o A good program first requires an external and internal assessment of the company’s
present service paradigm.

 EXTERNAL SURVEY – rating form

 Baseline study attributes being rated are the following

 1. RECEPTION 

 2. DECORUM

 3. DRESS CODE AND GROOMING

 4. HANDLING

 5. AMBIANCE

 INTERNAL SURVEY – climate study

 GUIDELINES IN CONDUCTING CLIMATE STUDY

  PHASE 1: Secondary Data Sourcing and
Assessment Department Operations
Manual/Staff Performance Evaluation forms

 PHASE 2: 

 Primary Data Generation---

Employee Survey

 Second Primary Data Source-

Customer Satisfaction Feedback
form.

 PHASE 3:  Identify the Customer Service

Contact Points

 STEP 2: ANALYSIS

o This part focuses on the SWOT Matrix. (STRENGTHS, WEAKNESSES,

OPPORTUNITIES, and THREATS.)

o This enables the management team to see in a snapshot of where and what they are
doing well, and where these strong points translate into a competitive advantage.

o The date outcome in the SWOT matrix determines the goals and strategies that will

 Resolve the issues concerned,

 Create the new or improved operations paradigm where customer service

program shall be involved, and

 Establish what shall be the new or improved direction of the company.

 STEP 3: PLAN DEVELOPMENT

o In the case of a first time program, it will be clear to establish and develop the program
standards of a service given all the possible contact scenarios. 

o However, there will be a need to first establish or reestablish the company VISION,
MISSION, IDS DOCTRINE since these are the foundation for developing the appropriate
long-term customer service program.

4.3 Prepare an effective customer service program 

    CUSTOMER PROMISE – is a statement or set of statements that briefly describes what the
customers can look forward to in the product they will purchase or a service that will be engaged.

 This is the basis for developing the customer service program since the end objective is that a positive
customer experience is achieved relative to the promise.
EXAMPLES OF CUSTOMER PROMISE
 On-time delivery

 Friendly service

 Comfort and convenience

 Unforgettable adventure

 Warmest hospitality

 Affordable quality

 Reliable performance

 Widest selection

 Guaranteed satisfaction

 Durable quality

 ID for money

 Unique travel experience

 Advanced technology

 Dedicated 24/7 service

 Great service and staff

 Memorable vacation starts with us

 CUSTOMER ID– is a quantifiable benefit of the achieved customer promise. It may be single or multiple
proposition(s) which the customer shall receive out of the customer promise.

 The ID propositions are measurable in terms of the time and motion aspect of the customer promise.
These are equated into savings in terms of the following:

o TIME

o MONEY

o WORK PROCESS

o QUALITY

o PERFORMANCE

o CONVENIENCE

 PROGRAM GOALS – ex. To achieve 90% customer feedback score.

 PROGRAM STRATEGIES – What shall it take to make a customer happy? 

o Strategies:
  Update the company’s general and function specific operating manual

 Conduct a negotiation seminar

 Conduct a personality improvement seminar

 Refurbish and redesign the store’s selling area physical layout

 Conduct a salesmanship skills seminar

 Hire a customer service manager etc.

 ORGANIZATIONAL PARADIGM- A good customer service program needs an implementing team. The
group will be responsible for its continues success as it is accountable for it as a key job description.

 The group shall have a reporting protocol to a designated function and a management office.

 WORKING BUDGET – The customer service team should be given a share of the annual operations
budget. This shall defray the cost of implementing the program’s physical requirements as it has either
a marketing or sales accountability. 

 WORKING TIMETABLE – This program should have a timetable for preparation. Execution, and
feedback. The time goals allow the management team implementing the program to do the right things
at the right time and at the right pace.

 STEP 5: IMPLEMENTATION AND MONITORING RESULTS

 The program should have its program implementers and champions. The champions are those at the
management level who are tasked to regularly check how the contact staff if fulfilling the program goals.
These parties will be rated according to what management shall set of its KPIs (Key performance
indicators) and KRAs (Key result areas)
WEEK 9
    IMPACT OF SATISFACTION RATING
Analyze and measure the factors which results in poor performance of the business through a quantitative approach

CALCULATING OPPORTUNITY LOSS IN GENERAL

Opportunity loss is the amount of business that was not realized due to factors 
associated with weak, deficient or inadequate marketing support to spur trial or repeat purchase, economic
influences, general brand market performance, supply chain issues, market forces, or strong competitive pressures.
CONDITION A
The volume and ID that is below the average turnover of a product or group of products over a given period of time or
the rollercoaster pattern.
Example:
Suggested retail per unit: Php100

Average weekly sales volume: 2,000 units

Net Deficit (Opportunity Loss)
2,550 units x Php 100= Php 255,000
Put it in another way:
Average Weekly Sales 2,000 units 
Total Period Sales 16,000 units
Actual Sales 13,450 units
Opportunity Loss
Volume 2,550 units
 id (Php) 255,000

Condition B
The sales level dipped after a significant business event occurred but which may not have been influenced nor
caused by a business seasonality factor. 
Opportunity loss is the statistical grap between the high and low business performance during the downward trend.
Example: 
Suggested retail per unit Php100

Volume Value Sales Gap

Period
(Units) (Php) (Php)
Month 1 1,000,000 100,000,000
Month 2 1,000,000 100,000,000
Month 3 1,000,000 100,000,000
Month 4 1,000,000 100,000,000
Month 5 1,000,000 100,000,000
Month 6 900,000 90,000,000 10,000,000
Month 7 800,000 80,000,000 20,000,000
Month 8 700,000 70,000,000 30,000,000
Month 9 600,000 60,000,000 40,000,000
Month 10 500,000 50,000,000 50,000,000
TOTAL PHP 150,000,000
(Opportunity Loss)
The company will be able to see what happens during peak and lean business hours, and when the marketing event
is active. Thus, it will be able to create a statistical bar chart that will establish the following:

 Total number of walk-in customers

 Total number of walk-in customers that made a purchase

 Total number of walk-in customers that did not make a purchase.

Example:
  Assumptions– Average transaction id is at Php 3,000 per customer

Total walk-in 2,000 100%

Total who made a purchase 800 40%
Total who did not buy 1,200 60%
If all walk-ins made a
Php 6,000,000
purchase
Actual value of goods sold Php 2,400,000
Opportunity loss Php 3,600,000

The data should track the lean and strong business periods of the company whether that be on an hourly basis, days
of the week, weeks within the month, month within the quarter, and upward to a quarterly to annual database.
The aggregated numbers representing the opportunity loss of sales can surely horrify a company because it does not
have a

 Good customer-centric team on the ground,

 Well-trained staff to achieve the company’s sales goals, and

 Formal and measurable customer service program.

 The knowledge generated from this reference shall also enable the company’s marketing team to
develop the right marketing plan whose strategies to develop the business or overcome the losses 

already experienced will be more cost effective and precise in addressing the real reasons of a lackluster business
performance.

 In the case of an internal customer service program designed to create a harmonious working
relationship between co workers and management, a poorly operating and managed program (or in  a
company without one) shall most likely suffer a “corporate implosion” which can cause its foreclosure.
Declining staff performance due to a dysfunctional relationship between departments and people paves
the way for this eventual event.

 The progressive consequence of this issue looks something like this:

When even the first sign of problems begins to appear, a company should take action to resolve the growing problem,
and not be in denial to make it faster to next stages. The HR department is the key figure in proposing and
undertaking the appropriate remedial measures.
At some point in time, if  a corporate financial decay begins to manifest, the company’s CEO, with the CFO (Chief
financial officer), will now be hard-presses to explain themselves to the company shareholders as the firm is at the
brink of closing shop.
WEEK 10
                         ISSUES OF CONTINUITY
1. People – This is issue happens when there is staff and movement (frequent or far between) within the customer
service team either due to promotion or resignation, and where there is a long lag time for replacing the staffer
concerned.
2. Funding – This issue often occurs if the customer service team leader is unable to clearly and adequately
rationalize the operational budget that is needed to keep the program going as it is likewise lends a hand I supporting
the company’s business revenue and profitability goals.
3. Corporate downsizing – This refers to the management action of trimming expenses in order that it may rein
profitable particularly during difficult operating periods.
4. Functionality responsibility – This issue happens in tandem with a corporate downsizing move of a company, or
in a corporate rehabilitation exercise. The customer service team, for example, which used to be an independently
operating business unit and directly report to the COO or CMO (Major functional role(, may see itself now attached to,
let say, the HR department (minor functional role).
                                              Situational examples relating to the different issues of program continuity

 The program requires a constant review and adjustment—particularly due to the evolving market and
business environment, and changing customer needs and wants.

 It is a check-and-balance score card between the customer and the company, the employees or the
product.

 Companies that do not recognize the ID of costumer service as a part of the organization’s many
functions are always in trouble with its customers and the general public. Their commercial continuity is
at risk in the long term.

 A program’s logic of evaluation looks something like this for a starting or revitalized proposition:
WEEK 11
Public relations
  Is a leadership and management function that helps achieve organizational objectives, define philosophy and
facilitate organizational change.

THE PUBLICS IN PUBLIC RELATIONS

 Publics defined as categories of people who become important to organization because it has
purposely or even in advertently galvanized them. 

 They become a public once they recognize an issue, understand its relevance to them, and then talk
about it or even organize to do something about it.

USING COMMUNICATION SKILLS EFFECTIVELY

 In many respects the heart of public relations work---atleast for entry level positions is the ability to
write, design and produce materials for all media. 

 Thus, a big share of day-to-day public relations work is identifying key messages and choosing the best
combination of communication channels for directing those messages to target audiences.

DISTINGUISHING PUBLIC RELATIONS FROM RELATED FIELDS

The word public relations are very general and it is not surprising that different organizations label the function very
differently.

 The words communication and corporate communication are now more commonly used to label the
public relations function in many corporate and non-profit settings. 

  Government agencies often use the terms public information or public affairs to delineate the public
relations and communication functions even though public affairs generally refers to relationships
between organizations and governments. 

 The terms public relations and advertising are often confused as well. 

 Advertising refers to paid space and time in the media where as public relations describes publicity or
stories that run without charge in the news columns of the media. 

 Marketing is a sales and distribution function whose principal publics are customers, retailers and
distributors. In contrast, public relations deals with many publics, whose interests sometimes collide
with customer interest. 

 Journalism is distinct from public relation in 2 ways: 

 Journalist do not represent the organizations about which they write but public relations practitioners
do. They are trained to write for news media. 
   Public relations practitioners may master the basic writing, graphic design, and journalistic conventions
of all mass media along with more specialized media whose content they control, such as direct mail,
pamphlets, posters, news letters, trade publications and organization’s website.


THE MANAGEMENT AND LEADERSHIP
Business scholars often distinguish leadership from management by saying that leadership means doing the right
things and making the right choices whereas management means doing things right.

 Communication managers are steeped in planning, but this is generally intermediate range planning,
such as developing the communication for a multiyear marketing plan, determining the key messages
for an organization’s “cultural change” training program, or developing the content guidelines for the
company web pages and its various intranet and extranet uses.

 Leaders are the individuals charged with building and maintaining an organization’s long-term
reputation , helping to meet profit goals, and advising organizations on how to act responsively in the
public interest.

  They reconcile strategic plans at the highest organizational levels with the interests and concerns of
groups whose support is needed, whether those groups are inside the organization, in the community
or even elsewhere in the world.

THE SCOPE OF PUBLIC RELATIONS INDUSTRY

The global reach of public relations is changing so quickly, it’s hard to know exactly how many public relations
practitioners there are around the world, but the best guess is that there are more than 200,000 in the United States
where the field is most developed.

 US organizations spend more than $10 billion annually in public relations. 

  Its estimated that roughly 1/3 of all public relations practitioners work for agencies 

  Some of those agencies focus on public relations, but others combine public relations with marketing
communication or advertising 

  Another third work for corporations, including consumer goods, such as consumer electronics,
manufacturing, financial, and investment businesses; insurance firms; industrial firms and the
entertainment and media industries.
WEEK 13
A public is a group of people with certain common characteristics it can be large:
College students
Hispanics
Blue-collar workers
Taxpayers
It can be small:
Town council
Executive council for a university
Newspaper editors
Three-person tax appeal board
Different organizations have different publics often called stakeholders because they have a
particular interest in that organization.
The publics for the auto industry is different from those for the school board.
Non-profit organizations have publics different from profit-seeking companies.
MEDIA RELATIONS
Gaining support for your organization through the media is a core component of public relations
practice.
In this chapter it focuses on how you should deal with media relations both  proactively and
reactively.
Newspapers
-remain the workhorses of the public information system
-primary means of reaching community publics.
-a powerful force in shaping the public agenda and influencing the outcome to date.
in many respects, daily newspapers offer public relations, practitioners the greatest
opportunities because they have more space to fill and they offer the greatest range of special
sections and specialized reporters assigned to such beats as environment, health , business,
science and so on.
Newswires
-daily newspapers and television stations get much of their news from one or more of the
newswires.
-PR newswire distributes news releases submitted by organizations to about 1,500 major media
outlets in every area of the country.
-PR newswire also helps media reporters by maintaining a news release library or files of past
news releases it has distributed for it’s clients.
Magazines
--Of the 22,000 regularly published magazines in the United States, nearly 12,000 are defined
as general interest consumer publications and 10,000 as more specialized trade and industry
publications
-Consumer magazines are best for production quality, placement of news near corresponding
ads, reader services, and so on.
Trade magazines are important because they’re read by leaders in each industry moreover
businesses often make their purchasing decisions based on trade magazine, articles and
product evaluation.
Radio
-is a person-to-person medium that flourishes on conversation; hence, the popularity of
talkshows.
Online News Service
-Public relations practitioners have found that online services reach select business, consume,
investor and professional audiences
Television and Cable Television
-Television continues to be a dominant force in children’s lives and the prime source of news
and entertainment for most Americans
-Television continues to be the principal medium for entertainment and product publicity.
-Television is usually best used for reaching large audiences on current news topics often
involving the element of conflict.

EMPLOYEE COMMUNICATION
Employee communication is a specialization of public relations concerned with “how public
relations professionals in corporations, counseling firms and non-profit organization help
promote effective communication among employees and between line employees and top
management.
Also called internal communication or employee relations, creates and maintains internal
systems of communications with organizations.
THE CONCEPT OF ORGANIZATIONAL CULTURE
Organizational culture refers to the character of an organization, “its history, its approach to
decision making, its way of treating employees, and its way of dealing with the world outside
The sum total of shared values, symbols, meanings, beliefs, assumptions, and expectations that
organize and integrate a group of people who work together.
                                                                     2 TYPES OF ORGANIZATIONAL CULTURE
AUTHORITARIAN CULTURES
Feature centralized decision making with the CEO and a few high-level managers.
Departments have different agendas, sometimes in conflict with each other.
PARTICIPATIVE CULTURE
Feature the common value of teamwork.
The departments work together “like a well-oiled machine”.
THE IMPORTANCE OF EMPLOYEE COMMUNICATION
For realities of employee communication establish its importance for organizational success.
Employees want information about their companies and they crave communication, especially
from their leaders.
There is a link between open communication and manager satisfaction with their roles.
Effective two-way communication is key to addressing new business challenges because
employees are more confident that they can help move their business forward.
Employee communications can be critical to maintaining good customer experiences.
THE MEDIA OF EMPLOYEE COMMUNICATION
INTERNAL MEDIA
Are often called controlled media.
The goal of internal media is the improvement of relationships between its employees and
managements.
Types of Internal Media
*Starting Internal Media
*Controlling Internal Media
*Occasional and Special Media
1. Starting Internal Media
Producing an internal medium takes organization and coordination.
It must appear regularly scheduled intervals.
Such consistency requires budget and staff.
Therefore, organizing the details of production is important to success.

Criterias that can help evaluate a topic’s newsworthiness.

Timeliness- is the topic timely enough to interest most of the readers?
Scope- does it affect enough people directly or indirectly?
Noteworthiness- is something or someone important or well-known involved?
Human Interest- does it deal with things vital to the interests of the readers or those involved?

2. Controlling Internal Media

Every medium should periodically evaluate its progress toward its objective.
Purpose, content, and frequency of publication should all be examined in terms of needs of the
target audience.
The panel that originally identified the target audience can be used gain to evaluate progress.
Surveys and questionnaires are also give useful information about how well a medium fulfills
expectations.
3. Occasional and Special Media
Most organizations prepare publications on miscellaneous topics at irregular intervals.
Responsibility for these often is with human resources personnel because of legal requirements,
government regulations, or company policy.
But in smaller organizations, public relations people may also become involved.
These publications generally can be divided into three categories, according to purpose:
1. Orientation literature
Explain organizational policies to new members.
It can help a new employee to get off to a good start by setting forth the ground rules.
Goals and objectives of the organization are often included to giva a sense of where the
company is going and the employee’s role in achieving that objective.
2. Reference material
Is designed to be kept for future use.
Because of the nature of these applications, it is unlikely that anyone will ever read them from
cover to cover; therefore they must give fast and easy answers.
Because this information sometimes changes, publications should be designed so that
supplements or other materials can be added later.
Reference materials deal with subjects like benefits, insurance, and recreation programs.
3. Position and Special-topic Publications
They deal with a specific subject or occasion the organization feels it should discuss.
The free enterprise system, charitable and social commitments, history, award, and scientific or
technological developments are among the most frequently treated subjects.
Occasional publications have more impact than regularly scheduled newsletters and give an
organization the chance to convey a specific message.
1. Leaflets , Inserts and Enclosures
Inexpensive publications that may be read and thrown away are often printed on a single sheet
that can be folded to produce any of several formats.
2. Booklets and Manuals
Are made to read and saved for reference.
3.Printed Speeches and Reprints
Sometimes distributed as publications
4. Message Displays
Include posters, kiosks, electronic and standard bulletin boards, information racks and exhibits.
5. Bulletin Boards
Displays messages in regular locations with minimum efforts and expense.
6. Posters and Billboards
Like bulletin boards, posters and billboards offer fast and effective communication.
7. Information Racks
Are designed to invite the reader to take the brochures or booklets displayed.
8. Exhibits and Displays
Rely primarily on visual messages. Their effectiveness is in showing a sample or model of what
is being discussed.
9. Electronic Media
New technology has led to at least four major electronic approaches to employee
communication.
Electronic-mail communication (E-mail)
Organizational Intranets
Computer Home Pages
Internal Video
WEEK 14
A well-planned community relations program can have a positive effect on many areas,
including recruitment, employee relations, and economic success.

THE COMMUNITY RELATIONS PROCESS

Community relations, as a public relations functions, is an institution’s planned, active
and continuing participation with and within a community to maintain and enhance its
environment to the benefit of both the institution and the community.

1. DETERMINING OBJECTIVES 

 Companies are engaging their employees when planning and implementing

their community relations activities. General objectives however do not
suffice, company should have a written strategic plan for community relations
that defines management’s view of its obligations to the community so that
efforts can be coordinated and concentrated. Specific community relations
objectives should be spelled out, failure to do this kills too many community
relations program before they get started.

2. KNOWING THE COMMUNITY 

 Community relations policies and objectives are not determined according to

idealistic principles They come about by assessing organizational needs, resources,
and expertise on the one hand and community needs and expectation on the other.
Community relations usually stresses communication from the organization to the
community, the success of such efforts rests on the communicator’s knowledge of
the audience.
A SOLID COMMUNITY RELATIONS PROGRAM MUST BE BUILT ON THE ANSWERS TO
QUESTION LIKE THESE:

 How is the community structured?

 What are the community’s strengths and weaknesses?

 What does the community know and feel about the organization?

 The answers to such questions are not necessarily easy to get. Moreover , answers
change over time and thus require frequent monitoring. Many organizations engage
in survey research to determine community knowledge, attitudes and perceptions.

 Close contact with community leader is an extremely important source of

information.
GUIDELINES FOR EFFECTIVE COMMUNITY RELATIONS PROGRAM
1. Careful effort should be made to establish the objectives top management wishes to achieve.
 2. Alternative strategies should be explored and choices made .
3. Impacts of community relations programs on the organization and the community should be
anticipated 
4. Attention should be paid to the likely total costs of a non-profit action and to the volume of the
organization’s resources that may legitimately be allocated to the community relations. 
5. Deep understanding of community problems, and the ability to settle problem in an unfamiliar
cultural setting are requisites for some activities. Special expertise may have to be acquired. 
3. COMMUNICATING WITH COMMUNITIES

 Community communication has no single audience. Corporations must be open to a

variety of communication tactics if they are to reach important publics. One of the
most significant ways to reach community is through employ communication Other
important communication channels consist of a community’s opinion leaders:
teachers , clergy , public officials, professionals and executives , bankers , union
leaders , and ethnic and neighborhood leaders. Local organizations are also
important vehicles of communication in communities. 
4. CHANNELS OF COMMUNICATIONS

 The communication channels through which audiences are reached may range from
an informal chat over a Rotary or Kiwanis Club meeting to advertisements in local
mass media such as newspapers, radio and television. In-house publications ,
brochures, annual reports can be easily shared with community leaders. A uniquely
community-oriented method of organizational communication is the open house.
Successful open houses provide small group tours of organizational facilities with
knowledgeable guides it includes film , displays and brochures and usually provide
product samples for participants to take home.

SPECIFIC FUNCTIONS OF COMMUNITY RELATIONS

Community relations managers would like to spend most of their time identifying and building
relationship and network with community leaders, organizations, and government officials in
developing and managing plans to meet community concerns, needs and issues and
developing and managing partnership with organizations in the community.

1. WHEN AN ORGANIZATION MOVES

 Community relations is particularly critical when an organization moves into a new

community or leave san old one.
   Communities now ask question before they accept new businesses, industries, or
even non-profit undertakings. 

 Community responds to an organizations should be an important factor in the

location decision 

 Once a decision to move into a particular community is made, it is essential to

provide local media with factual information on the timing of the move, the hiring of
new employees, the opening of the plant and other similar activities.
2. CRITERIA FOR COMMUNITY RELATIONS ACTIVITIES 
In Philip Lesly’s handbook of public relations, several criteria are suggested that
organization must apply to community relations activities. 
1. Creating something needed that did not exist before
2. Eliminating something that is a community problem 
3. Developing a means of self-determination
 4. Broadening use of something that exist to include “havenots”.
 5. Sharing equipment, facilities , and professional expertise
 6. Reconstituting, repairing, and dressing up
 7. Tutoring, counseling and training 
 8. Activating others
Typical community relations activities includes open houses, speakers’ bureaus,
community service by employees or non-profit boards of directors, and monetary
support and volunteer support of community events.

3. LOCAL GOVERNMENT AND POLITICAL ACTION

*Community relations goes beyond mere communication. It requires action by organizations in
relation to community help and welfare, education, government, culture, recreation and other
areas.
*All institutions must mobilized on the local level those who recognize the importance of their
contribution to the health and prosperity of the community and those who will speak out for
policies in the best interest of their community and its constitutions. 
*In this regard, community relations may be not only an end in itself but also an integral part of
national efforts.
4.CORPORATE PHILANTROPHY
*It is a great controversy for many years only in the past 50 years has corporate charity been
recognize as a legal use of stockholders’ funds. 
*Even its legality has been established questions remain as to whether and to what extent the
practice is appropriate and useful beyond these issues are questions of proper motivations,
goals and criteria for corporate giving.
*Corporate giving can serve many corporate interest, including recruitments, sales, and
employee morale, but it inevitably serves that interest called public relations.
FACTORS TO CONSIDER IN DEVELOPING A COHERENT APPROACH TO CORPORATE
GIVING
1. Do no harm 
2. Communicate with the recipient 
3. Target contributions toward specific areas
4. Make contributions according to statements of corporate policy 
5.Plan within the budget
6.Inform all persons concerned 
7.Do a later follow-up 
8. Remember that more than money maybe needed

CONSUMERS RELATIONS AND MARKETING

Consumers relations and marketing are playing a more prominent role in public relation
practice. Sophisticated techniques must be applied to understand the needs of consumers,
solicit their comments, and attract their attention.
TEAMING PUBLIC RELATIONS WITH MARKETING
Public relations and marketing functions have some fundamental differences, but they share
one significant goal. 
Both attempt to help an organizations respond to a very significant public: the consumers of its
product and services
*Reinvigorating an older brand 
*Exporting an established brand to new market
*Reinforcing a brand positioning 
*Getting an image makeover
*Anticipating what’s next

APPLYING PUBLIC RELATIONS TECHNIQUES TO MARKETING

Imagination is the limit when it comes to applying public relations techniques to marketing.
PRODUCT AND SERVICE DESIGN

 All products and services have life cycles that must be a part of the marketing plan 

 The product life cycle starts with the development of new products and services
which are then introduced to a market 
  As industry sales increase during the market growth stage, so does competition.
This often results in higher promotional costs and lower profits. 

 The product life cycle begins to repeat itself during the final sales decline stage, as
new products and services replace the old ones.

 Public relations can help extend the life cycle of a product or service at several
stages by developing events to support product introduction and sales and by
generating positive news coverage of products and services. 

 Publicity can help increase consumer awareness during the growth stage of a
product.
DISTRIBUTION

 Public relations practitioners, and the information they provide, can assist marketing
in making decisions about how and where a product or service will be offered to the
consumer.

 Issues of logistics related to location and time availability must be thoroughly

analyzed for target markets before a product or service is released.
  COMMUNICATION
 *Today’s marketers are finding they can’t live by advertising alone . When Hertz Latin America
experienced disappointing results with an advertising-only strategy , the vehicle rental company
added public relations to its communication mix. Media relations efforts targeted business
editors and columnists , hoping that such coverage would increase Hertz’s travel and tourism
accounts. 
*Public relations plays a natural role in supporting a variety of marketing activities.
 *This makes it easy to overlook the critical role public relations can have in the company’s
larger environment of image and reputation management and handling whatever crisis may
occur.
YOUR CEO AS THE MARKETING SPOKESPERSON 

 The chief executive officer is usually the ideal spokesperson during a crisis. 

 Although some CEOs enjoy being in the limelight and not having to pay for talent
saves money, practitioners need to understand the strategy before selecting a CEO
spokesperson over a celebrity endorser.

 What matters in selecting a spokesperson, CEO, or celebrity is the ability that

individual to add value to the brand. 

 Consumers’ perception of the qualities of the spokesperson must match the

messages that need to be communicated to the target audiences.

 Spokespersons must be able to transfer their values.

Merrie Spaeth, president of Spaeth Communications , Inc .,Dallas, Texas , provides the
following guidelines for using company CEOs in their own ads.
1. The CEO who is an owner or part of the family who has owned the company for several
generation can communicate a personal commitment to the brand. 
2. The copy should sound like the CEO actually talks in real life. 
3. Delivery skills are important but should not be the only criteria for determining if your CEO is
suitable for the job. Message and audience also should be considered. 
4. Charisma counts, as it lends credibility to the message. The listener or viewer needs to
believe that the speaker believes what he’s saying. 5. Reasons not to use your CEO include
diction problems that probably can’t overcome or a top executive who doesn’t look the part.

INTEGRATING DISCIPLINES AND TECHNOLOGY

Even though technology is expanding the opportunity for consumer contact, traditional print and
electronic mainstays still have a role in todays communication’s mix. 
“The traditional marketing model we all grew up with is obsolete”, says James R. Stengel. 
Beyond technology, there are several factors as to why organizations have moved to an
integrated approach. 
1. Increasing concern for the bottom line has caused management to look at ways to reduce
expenses 
2. Public relation firms and advertising agencies are merging with and acquiring one another .

CONSUMER RELATIONS BRIDGES THE CORPORATION AND THE CONSUMER PUBLIC

RELATIONS AND CONSUMER AFFAIRS
CONSUMER RELATIONS
 Is the bridge between the consumer and the manufacturer. 
Consumer relations helps a corporation cope and thrive under this analysis. 

1. The challenges of consumer relations 

Nothing perfect, of course. People have bad days. Product can be defective in spite of rigorous
testing. 
Smart organization must constantly listen to their customers and act upon what they hear.
Consumers are often quick to blame others for their own lack of judgment or failure to follow
direction. Unfortunately there’s little a manufacturer can do when consumers choose to ignore
safety guidelines, printed warnings, and other measures that spell out the use of product or
service .
Trust is at the heart of these issues, and there are no easy answers, what is for sure is that
these issues aren’t new and they won’t go away. 
Consumer relations is a direct reflection of a corporation’s values about its business in general.
2. Know Your Consumer
Good consumer relations begins with an organization’s knowledge of its key publics. 
a. *Your consumer might change traditional consumption patterns
 b. *Economic and social shifts might open up new audiences 
c. *Your brand may no longer resonate with your consumer
The preceding illustrations highlight that shifting demographics, converging technologies , and
changes in customer expectations all reinforce the point that your consumer group isn’t static
and often isn’t satisfied.

PUBLIC RELATIONS AND CONSUMER AFFAIRS

In the past three decades, consumer affairs units have become fixtures in most organizations
that have direct links to consumers. 
A variety of names describe this function: public affairs, customer relations, consumer relations,
consumer advocate or public relations. Whatever the title, these staff members usually work
both inside and outside the organization.
 The goal of consumer affair is to improve the organization’s relationships and communication
with consumers by investigating consumer issues and conveying the results to management.
WEEK 15
      Public affairs: relations with government

 A term sometimes used as a synonym for all of public relations, more often
describes the aspect of public relations that deals with the political environment of
organizations.
 Sometimes it is called “governmental relations”
 Public affairs is related to issues management because through its relationship
building process, it helps organizations anticipate or respond to issues affecting their
activities.
 Public affairs efforts include seeking to shape public opinion and legislation,
developing effective responses to matters of public concern, and helping the
organization to adapt to public expectations.
 Public affairs is a specialization of public relations that concerns building public
policy relationship between organizations.
 To be successful, all organizations---businesses, nonprofits and governments---must
build governmental relationships and actively collaborate with those government
contacts to influence public policy
 The Public Affairs Council, defines public affairs as “used variously a synonym for
external affairs, government relations and corporate communications. Most
practitioners use public affairs as the name for the integrated department combining
all, or virtually all, external              non-commercial activities of the business world”.
 Definitions of public affairs focus this specialization on the building of relationships in
the public policy arena.
 John Paluszek, former president of Ketchum public relations, defines public affairs
as addressing public policy.
 Public affairs helps an organization develop an maintain quality relationships with the
various groups of people (“publics”) who can influence the future. 
 Public affairs is the public relations practice that addresses public policy and the
publics who influence such policy.
                                                                          Public affairs for not-for profit organizations

 Unions , schools, hospitals libraries , cultural organizations, foundation, businesses

and other organizations have both the problem and the opportunity of dealing with
government.
 These organizations realize that they can no longer even pretend to be above
political fray. 
 Fundamentally, ours is a pluralistic society in which various interests compete in the
political arena.
 Under these circumstances, non-profit organizations recognize that their interests ,
indeed sometimes their survival , require political acumen and effort.
                                                                        Public affairs in business
  Because business practices public affairs most ardently and extensively, a deeper
understanding of that function will give insight into how public affairs applies in
all .organizations in relations to business and the economy government now plays a
variety of roles:

 Stimulant’
 Referee
 Rule maker
 Engineer
 Pursuer of social goals
 Defender 
 Provider
 Customer
 Controller 

 To be successful, business must be prepared to deal with government in any of

these roles.
 Governments’ enormous power and ability to take an active hand in business
management are further pressures for corporate involvement.
 There are shifts in power from government to business, from business to activist
groups, and back to government.
 Not only does business have to detect shifts in public opinion and politics, it has to
act quickly.
 At one time, business merely reacted to the threat of government action, whether
that action took the form of taxation, regulation, legislation or the opposing efforts of
labor and public interest group.
 The increasing importance of business public affairs and political activities has had
substantial impact on management in general in public relations in particular.
 Because the issue is one of corporate control, top corporate leaders take an active
role in public affairs efforts.
Understanding the political system
In a general sense, political activities fall into three categories:

 Electoral - involve the election of candidates favorable to an organization’s interest

and the development of plans for financially supporting selected political campaigns.
 Legislative - work to create or gain support for favorable legislations and build
opposition against unfavorable activities.
 Regulatory - the primary goal of regulatory activities from a public affairs point of
view is to foster an understanding day-to-day problems of a particular  organization
or industry.
Legislative activities

 Most political decisions important to organizations are made long after elections are
over. 
  Consequently, business firms and other organizations concentrate their efforts on
affecting legislation and regulation in relevant areas.
 These activities are known as lobbying.
 Lobbying has been defined as “the practice of trying to influence governmental-
decisions , particularly  legislative votes, by agents who serve interest groups.”
 Lobbying is extensive and expensive activity.
What  do lobbyist do?

 They inform corporate executives about developments in legislation.

 Report on the introduction and progress of specific bills
 Offer or arrange testimony to congressional committees
 File statements
 Communicate with legislators
 Analyze policies and legislations
 Inform legislators about the potential effect of legislation
 Educate legislators about business and economics
 Help draft laws
 Publicize testimony
 Develop strategy to support or oppose specific legislation
Governmental public affairs

 Governmental public relations practitioners are often called public information

officers (PIO’s), suggesting that they simply transmit information in an objective and
neutral fashion.
 In fact, they are no more neutral or objective than public relations professionals
working in the private sector.
 Because the success and stability of democratic governments are ultimately
determined by continuous citizen approval, PIOs seek to ensure such approval.
WEEK 16
   PUBLIC RELATIONS IN NON-PROFIT ORGANIZATION

 One of the easiest ways to differentiate between a for-profit organization and non-
profit organization is by determining what happens to any monies that are not spent 
on overhead and operating expenses.

 In a for-profit organization, this money is called “profit” and it’s distributed on a

prorated basis to those who own the company.
                                                                                  THE NON-PROFIT ENVIRONMENT

 Nonprofits include hospitals , museums , research centers , homeless shelters ,

rehabilitation centers, symphony orchestras and many other organizations in every
community across the nation.

                                                                 THE PRACTICE OF NON-PROFIT PUBLIC

RELATIONS

Health and Human Services

 Health and human organizations are the most common kind of nonprofit.

 Nationally, more than one in three public charities is a human services organization.

 A variety of challenges face the health and human services sector , including high
demand , high cost , access and ethics of criteria used to select those who receive
services.
Membership Associations

 Are organizations that allow those with similar interests and goals to join together to
address common needs, often in the areas of legislation, law, education and training.

 At the heart of any successful membership association are relationships, and this is
where public relations efforts often are focused.

 Practitioners are always looking for new and effective ways to build and maintain a
sense of community, a task made increasingly difficult by the broad range of
membership and demographics and the pressures of time, schedules, technology
and proximity.
Elementary and Secondary Public Schools

 A quick glance at the headlines highlights the need for public relations in public
elementary and secondary schools.
  Any issue that affects public schools is likely to affect large segments of the
community.
Higher Education

 From a public relations perspective, the culture of an institution of higher education is

both a blessing and a curse.

 Successful public relations practitioners in colleges and universities involve

representatives from areas that will be affected by the issue or activity.
The following list gives examples of which college or university departments might be
involved in planning campus event and what each might contribute

 Public Relations- identify goals and purpose for the event; ensure appropriate
university administration is present at the event; secure a master of ceremonies and
suggest program content; develop a schedule of related activities; draft
speeches/write scripts

 News bureau- Promote the event; respond to media inquiries.

 Government affairs- Identify legislators or other government officials who might

need to be present; determine what information needs to be sent to them prior to the
event; spot them at the event because they will probably need to be introduced.

 Events staff- reserve rooms, plan menus, manage any catering and decorations;
accommodate the needs of visitors, from directions and parking to handling VIP
guests and distributing materials. 

 Web editor- Post the event on the institution’s main site or create a special site or
create a special site for a major event.

 Development and alumni relations- Identify which segments of the alumni/ friends

audience should be included, how they should be contracted, and the role of alumni
at the event; answer questions.

 Special interests- depending on the scope of the event , various representatives

from special interest or other campus groups that might need to be involved to
ensure the event is handled properly and if any representatives from those areas
need to be involved in the program. Especially for major outdoor events, campus
facilities staff will need to be involved to handle set-up.

 Campus police-  Ensure safety for all participants and to accommodate any special
law enforcement needs. 
                                                                                             Religious Public Relations

 Religious organizations generally must rely on public relations to promote their work
because funds are usually not available for large-scale advertising efforts.
  On the local level, public relations helps congregations promote their worships
services, Sunday and vacation Bible schools, music programs and other activities.

 Given their nature, religious organizations often are held to standards higher than
those for other organizations.
                                                                                             Other Nonprofit Sectors

 The multitude of other nonprofit sectors that actively engage in public relations are
too numerous to provide detail on each one in this chapter.

 Nonprofit activist and environmental groups are also use public relations.
WEEK 17
        Corporate Public Relations

 Today’s corporate environment is complex. 

 Companies that succeed are proactive, have well - defined communication strategies linked to business
objectives, and practice open, honest communication.

 Public relations helps corporations deal with this complex environment, and it’s important that these
efforts support the organization’s overall business mission and objectives.

 This is done in a number of ways, including helping corporations anticipate and adapt to societal
demands and trend;Positively impacting a company’s image and reputation, resulting in a better
operating environment;

 And smoothing and enhancing a company’s operations which can lead to an increase in sales.

                                                                                A corporation audiences
• The groups and individuals that corporations communicate with vary from industry to industry
• The terms audiences, publics and markets are sometimes used interchangeably to identify those to be reached in a
campaign, distinctions should be made among these words.
• Target audiences is a term used when the goal is to reach people with media.
• When the goal is to talk about communal issues, the term target publics .
• When communication is supporting the marketing function and is geared toward those who make buying and selling
decisions, the term target market is used.

                                                                The role of the CEO in Corporate Public Relations

 The value of a good chief executive officer (CEO) is not to be underestimated.

 The benefit of having a CEO who values communication and relationships has a trickle-down effect
throughout the organization. 

 Employees have the information they need to make better decisions. 

 Better decisions lead to a higher-performing organizations, which in turn helps attract the best and
brightest employees who have the skills and motivation to be successful in a competitive marketplace. 

 Informed people outperform uninformed people, when all else is equal.

 Finally, those interviewing for corporate public relations positions are advised to check out how the
organization values this function before taking the position. 

 The public relations aspect of everything that the company does, from its reputation, image, and
management issues to selling products and communicating with its employees, will benefit from this
viewpoint.

4.3 Describe Public relations specialties

Public relations specialties

 The job of public relations in large corporations is ultimately to ensure that corporate power is
maintained by responsible use and to help develop cooperative relationships between corporations and
other societal institutions. 

 To promote these goals successfully, public relations practitioners rely on a variety of specialties

 • Media relations -is used to gain support and sympathy from print and broadcast outlets , to generate
positive publicity, and to tell its side of the story
 • Employee relations - contributes to harmonious labor relations and helps attract and retain good employees.
 • Community relations - supports sales, attract employees, improves the quality of public services, provides support
for business initiatives, and improves the quality of life for employees and executives.
 • Consumer relations -builds positive relations with customers , responds effectively to consumer complaints and
problems and supports sales and marketing efforts.
• Financial relations –provides sound financial communication, allowing business to attract capital at the lowest
possible cost. 
• Marketing communications – focuses on those activities that support selling of products and services. Typically a
variety of tactics is used, including advertising, public relations, sponsorships, the internet and special events.
 • Public affairs -deals with a business’s interaction with government on various levels. Government relations have a
direct impact on business’s flexibility and management. Regulation , taxation , labor law and international trade
policies are only few ways in which governmental actions constrain business decision making and success.

                                                                                                   Corporate Public Relations

• In short, corporate public relations is a means by which businesses seek to improve their ability to do business. 
      • Effective corporate public relations smooths and enhances a company’s operations as well as increases its
sales.
      • It enables a business to better anticipate and adapt to societal demands and trends.    
      • It is means by which businesses improve their operating environments.

                                                                                        Corporate credibility and reputation

If business and private enterprise are to exert positive influence on public attitudes toward business, they must be
perceived as honest and responsible. 
Today’s market place is one of intense pressure—to grow, to reward stockholders, to create new jobs, to be
exciting--- quarter after quarter, year after year. 
These expectations demand that established companies constantly develop new business models in order to survive.

                                                                         Challenges of Corporate Public Relations

 Public attitudes toward business are developed neither by reading stories about business in the
newspaper nor by listening to the pronouncements of executives in public forums.

 Most people develop their opinions as a result of their experiences as consumers , employees or
investors.
  Every interaction between buyer and seller or employee and employer has not only economic but also
educational and political implications. 

 Consumer relations- is an essential component of corporate communications. 

 Promoting public understanding- if we want the public to understand profits or private enterprise, we
must see to it that communicators present information in terms the public can understand. 

 Technology and corporate public relations- emerging technologies are revolutionizing the way public
relations people do business and communicate with their key publics.

 Corporate social responsibility- is not a random act of kindness. In order to be truly meaningful, CSR
has to be layered into everything from labor relations to plant operations. It’s not about doing good; it’s
about business” 
Diversity- means different things in different countries.

• Diversity or inclusion as it is sometimes referred to, encompasses the mix of race , age , gender , sexual orientation,
religious beliefs , national origin and disability. J.Donald Turk, APR, a public relations manager for ExxonMobil
Corporation, expresses his belief in the future. “There will be greater diversity of employees, customers and
constituencies”. 
• Turk has served as the chair of the Corporate Section of the PRSA and anticipates that the global economy will be a
place where “ Diversity will be characteristic of the workforce and customer mix, as well as one in which diversity will
be valued and even required to be a successful business”.