Done right, it helps modify the behaviors of your most importanttarget audiences, and that can spell S-U-R-V-I-V-A-L.

I don't believe that's an overstatement because a customer whothinks badly of you and your business will not soon be darkeningyour threshold.

Nor are you likely to see prospects who know little or nothingabout you.

Ditto for people who may be miffed about something you, or oneof your people, said or did publicly.

And forget about those folks with a REAL beef about your business.Like "I didn't get what I thought I paid for," or "it didn't live up toits promise" or "my emails weren't answered" or "they take 5 daysto answer a phone inquiry."

Let's face it, meeting this challenge is either a priority for you or itisn't.

If it is, here's a little advice.

First, you should know that public relation's clout is rooted solidlyin its fundamental premise:

"People will act on their own perception of the facts before them.And those perceptions will lead to predictable behaviors about whichsomething can be done. When we create, change or reinforce thatopinion by reaching, persuading and moving-to-desired-action thosefolks whose behaviors affect the enterprise, the public relations effortis a success."

And THAT'S clout in any language!

But the trick lies in using it to your best advantage. So, because fewof us can do justice to a dozen target audiences at once, let's start byselecting the one with the most impact on your business. Members ofsuch an important group could range from homemakers, teenagers orretirees to 30-something males, techies or military dependents on anearby base. Only you can say.

Now, do you know everything you should about the members ofthat audience, that "public?" Are you aware of how they perceiveyou and your business, if at all? Probably not in enough detail, soyou need to take the time to meet with several individuals drawnfrom that audience. Listen carefully to their feelings and beliefsabout your business, its products and services. And be sensitive to media mentions of your business.

Pay special attention to any hints of misconceptions and inaccuraciesabout you and your business, as well as possible trouble areas thatmight be brewing.

With those data gathered, you and your public relations advisor canset your strategy. And that means deciding whether the opinionsyou've gathered from members of your key audience need to becreated (in the absence of any opinion), changed or simplyreinforced. There must also be agreement on the time frame inwhich the activity will take place.

This is especially important because you must now prepare persuasive messages to be aimed at those whom you discovered are harboring misconceptions, or no perceptions at all about you. Your objective will be to move that opinion in your direction.

Which brings us to our "beasts-of-burden" - the communicationstactics designed to carry those persuasive messages to membersof your key target audience.

There are dozens of communications tactics available to you.Everything from media interviews, news releases and letters-to- the-editor to facility tours, personal meetings and newsletters.

But your work is still not done. To get the clout promised at thetop of the article, you must monitor your progress by continuingto interact with folks from your target audience. The key iswatching and listening carefully for indications of a newawareness of you, your business and how it functions in boththe community and your special marketplace.

At the same time, a sign that progress is being made will appearin the form of a new receptivity to those persuasive messages bymembers of your key target audience.

Of course, how much progress you achieve will depend heavilyupon your continued personal involvement in the activity, andthe amount of effort you invest.

Finally, as welcome signs of modified target audience behaviorsbegin to appear, team members may take heart that the cloutoffered by public relations has once again prevailed.

Please feel free to publish this article and resource box in yourezine, newsletter, offline publication or website. A copy wouldbe appreciated at bobkelly@TNI.net.

Robert A. Kelly © 2005.

Bob Kelly counsels, writes and speaks to business, non-profit andassociation managers about using the fundamental premise of publicrelations to achieve their operating objectives. He has been DPR,Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR,Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

Visit: http://www.prcommentary.com; bobkelly@TNI.net