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Social Media and Public Relations Executive Summary

This is the second executive summary on the book “Social Media and Public Relations” by D. Breakenridge.

This summary covers chapter 5-8.

The first four chapters of the book “Social Media and Public Relations” discussed the first four social media practices for the PR professional.  The second half of the book covers the remaining four practices. All of which require forward thinking, proactivity, and research.

The Practices

5. The Pre-Crisis Doctor

The most important part of this practice is the ability of the PR practitioner to notice the potential for an oncoming crisis.  This practice is for creating plans for just about any sort of crisis that could arise.  Responses across all kinds of media are necessary in order to gain control of a crisis situation.  Catching negative sentiment and dissatisfaction of publics involved with your organization is the key before a situation gets out of hand.

6. The Relationship Analyzer

This practice also requires a practitioner to use proactive approaches in order to appeal to an organizations publics.  This specific practice is similar to sociological communications.  A professional should be able to observe the successful ways that individuals connect with an advertisement or message.  The Relationship Analyzer is essentially the strategist who creates higher levels of successful interaction.

7. The Reputation Task Force Member

This member is responsible for close monitoring of social media.  New technology, and internet interaction has had a monumental effect on how quickly reputations are viewed and judged.  This practitioner must be ready to react to any kind of incoming communication, and should be responsible for maintaining a certain standard of ethical and moral communication through social media.  This may include instructional classes on core values with the personnel within an organization.

8. The Master of the Metrics

This “Master” is responsible for setting and maintaining measurable objectives for an organization.  Meeting goals has always been important, but it is also necessary to measure outtakes and outputs as well.  You may have achieved a goal by a deadline, but one must be asking questions such as “what impressions have been made to our publics?” As well as “how could we do this better, or what else could we be doing?”

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