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8.1: Importance of Research in Public Relations Management

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If you previously ascribed to the common misconception that public relations is a simple use of communication to persuade publics,Bowen (2003), pp. 199–214. you might be surprised at the important role that research plays in public relations management.Bowen (2009a), pp. 402–410. We can argue that as much as three quarters of the public relations process is based on research—research, action planning, and evaluation—which are three of the four steps in the strategic management process in the RACE acronym (which stands for research, action planning, communication, and evaluation).

Public relations professionals often find themselves in the position of having to convince management to fund research, or to describe the importance of research as a crucial part of a departmental or project budget. Research is an essential part of public relations management. Here is a closer look at why scholars argued that conducting both formative and evaluative research is vital in modern public relations management:

• Research makes communication two-way by collecting information from publics rather than one-way, which is a simple dissemination of information. Research allows us to engage in dialogue with publics, understanding their beliefs and values, and working to build understanding on their part of the internal workings and policies of the organization. Scholars find that two-way communication is generally more effective than one-way communication, especially in instances in which the organization is heavily regulated by government or confronts a turbulent environment in the form of changing industry trends or of activist groups.See, for example, Grunig (1984), pp. 6–29; Grunig (1992a; 2001); Grunig, Grunig, and Dozier (2002); Grunig and Repper (1992).
• Research makes public relations activities strategic by ensuring that communication is specifically targeted to publics who want, need, or care about the information.Ehling and Dozier (1992). Without conducting research, public relations is based on experience or instinct, neither of which play large roles in strategic management. This type of research prevents us from wasting money on communications that are not reaching intended publics or not doing the job that we had designed them to do.
• Research allows us to show results , to measure impact, and to refocus our efforts based on those numbers.Dozier and Ehling (1992). For example, if an initiative is not working with a certain public we can show that ineffectiveness statistically, and the communication can be redesigned or eliminated. Thus, we can direct funds toward more successful elements of the public relations initiative.

Without research, public relations would not be a true management function . It would not be strategic or a part of executive strategic planning, but would regress to the days of simple press agentry, following hunches and instinct to create publicity. As a true management function, public relations uses research to identify issues and engage in problem solving, to prevent and manage crises, to make organizations responsive and responsible to their publics, to create better organizational policy, and to build and maintain long-term relationships with publics. A thorough knowledge of research methods and extensive analyses of data also allow public relations practitioners a seat in the dominant coalition and a way to illustrate the value and worth of their activities. In this manner, research is the strategic foundation of modern public relations management.Stacks and Michaelson (in press).

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Importance of research and evaluation in public relations

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Melissa Dodd

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The importance of research by public relations practitioners has been highlighted by leading scholarsin most developed countries. However, studies show that the use of research by practitionersis more talked about than actually done. In Ghana, little is known about how practitioners useresearch. This paper therefore attempts to add to the limited literature by investigating whetherpublic relations (PR) practice in Ghana is informed by research. Data was collected from 93 PRpractitioners using a survey. The results suggest that although research is used by practitioners,the emphasis appears to be on media monitoring and content analysis. The implication is thatresearch cannot be fully appreciated if it is based solely on the amount of publicity received.The value of PR in the eyes of management can only be enhanced if emphasis is placed on theimpact and outcome of research. Practitioners must therefore use a more scientific approach intheir research activities.

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Research is essential element in public relation. It's not necessary to have been ambiguous, expensive or complex. There is one way to ensure that Public Relation research arrives on time, on budget and gives the right result to create organizational. This paper will discover the importance of research and research steps in public relations in the UAE organizations. It ended that many PR offices do care about the research but still research needs more awareness and development in the future. More researches need to be collected in the PR field.

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There is no second opinion on the fact that in today's highly digitalized communication world, PR has emerged as an indispensable function in almost every organization regardless of its size and nature and it is the most important requirement for securing the desired outcome for every business policy or business initiative. It is also true that this profession is evolving everyday at an accelerating rate ever since the advent of Digital PR and various new and innovative forms of content messaging. But one should not forget the fact that no matter how experienced you are or how much skills you possess, the core is that until and unless you take help of research in planning and executing PR plans or strategies either by being updated about the current trends in information distribution or having an analytical data of the demographic profile of public or by conducting content analysis or readership studies etc, you cannot expect a desired outcome of your PR Programmes and PR strate...

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Effective businesses should invest money into communications research when it comes to optimizing service delivery and customer pleasure. This is where the claim comes in since it ensures the company is prepared to answer concerns about use, branding, advertising, new product launch, and price. Gaining such knowledge is essential for two reasons: predicting the behavior of other businesses and gauging customer response to the company's policies. Given the organization's tight budget, the PR team must allocate resources toward this kind of study to improve the company's public and internal perception

The purpose of this paper is to identify and rank the most important topics for research in the field of public relations. An associated outcome was to propose the research questions most closely linked to the prioritised topics. An international Delphi study on the priorities for public relations research, conducted in 2007 among academics, practitioners and senior executives of professional and industry bodies was used to investigate expert opinion on research priorities for public relations. This choice of qualitative methodology replicated earlier studies by McElreath, White and Blamphin, Synnott and McKie, and Van Ruler et al. The role of public relations in the strategic operation of organisations, and the creation of value by public relations through social capital and relationships were ranked most highly. Some outcomes were comparable with earlier studies; for instance, evaluation of public relations programmes ranked third in this study and was among the leaders in the Synnott and McKie study. Only the topic “management of relationships” was wholly new, whereas “impact of technology on public relations practice and theory” ranked much lower than a decade ago.

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Public relations evaluation.

Evaluation is a management tool that allows the user to establish whether a project or campaign has had its intended effect. Effective evaluation is at the center of any public relations effort and should be a basic element of any planned public relations action. In reality, however, evaluation is often overlooked or not undertaken for a variety of reasons, including costs, lack of resources, or simply a failure to understand how to conduct basic evaluation. Basic evaluation provides the user not only with information on how well the project worked, but also with an indication during the project as to whether it is “on target,” or “on phase.”

Further, effective evaluations are based on four assumptions , that are tied to project outcomes and/or business or client needs. First, public relations evaluation assumes that the decision-making process is basically the same across all entities or businesses. This assumption establishes that evaluation is both systematic and applicable to a variety of situations. Second, all evaluation is based on realistic goals with measurable outcomes based on a set strategy and tactics that are implemented to bring the strategies to life. That is, all evaluation has expectations that are rooted in daily practice, associated with specific strategies (that, in turn, employ specific tactics), aimed at meeting measurable objectives (that, in turn, are tuned to “reachable” goals tied to client or business goals). Third, evaluation is divided into three general stages: development, refinement, and evaluation. This assumption suggests that evaluation is a continual process, which begins with project evaluation, is refined as it is implemented, and has a final evaluation against its objectives and ultimately against the client or business goals. Finally, evaluation is knowledge-based and behavior-driven. This assumption underlies the fact that evaluation decisions are made with forethought and that there are measurable criteria against which project outcomes can be tested.

Public Relations Goals And Objectives

As noted above, all public relations projects must start with realistic goals and measurable objectives. These goals and objectives derive from the problem statement – a statement that succinctly states what the project is seeking to do, what ends it is trying to achieve. The problem statement will in turn focus on the public relations goal, that will be tied to both tactical (output) and strategic (outtake and outcome) decision-making. An output is a tactic, e.g., a media release, video news release (VNR), or speech. It is the technical element and comprises what is to be done to meet the objectives. The outtake is the initial evaluation of the output: has it accomplished its intended purpose? The outcome is whether or not the strategy that employed the tactics actually “moved the needle,” met or surpassed its objectives to reach both public relations and client/business goals.

A goal is simply something that is desired. In a political campaign, it is to win the election. In a branding project it is to establish, maintain, or expand the brand. In a corporate project it may be to have employees sign up for certain benefits. The goal should be reasonable; the desire to corner 100 percent of a market with a new brand may be achievable, but improbable. Objectives come from goals. They are the things we seek to assess during and at the end of the project. Public relations objectives fall into three areas: informational (was the message sent out, received, and understood?), motivational (did it change or reinforce attitudes and behavioral intentions?), and behavioral (did the targeted audience do what the message asked?). Informational and behavioral objectives are fairly easy to set and evaluate; motivational objectives, however, are harder and require that the evaluation assess cognitive, affective, and intended behavioral aspirations. Good evaluation will employ a triangulated research approach – it will use multiple research methods to evaluate each of the three objectives during and after the project.

Evaluation Phases

All evaluation is phase-oriented. The first phase develops the project and its evaluation. This pre-project phase sets or establishes the benchmarks against which the project will be evaluated at selected times. Benchmarking is a form of evaluation in and of itself; it provides the project with a current knowledge base against which to plan and helps to establish realistic objectives. The benchmark phase also provides information about competition, identifies potential problems, and may help to preplan strategy in cases where objectives are not being met.

The second phase occurs once the project has begun and, based on periodic evaluation, refines the strategy and tactics employed to meet specified objectives (or may result in the altering of the objectives themselves).

The third phase occurs post-project as a final evaluation and establishes whether the objectives have been met and the goal achieved. Final evaluation reviews the entire project, from benchmarking to final outcome and provides evaluation of strategy and tactics, as well as a cost–benefit analysis.

Evaluation Methods

Evaluation methods employed in a public relations project run the gamut of possible research methods. Some evaluation simply requires counting whether a target audience – possibly an intervening audience, such as editors or reporters – receives, evaluates, and then forwards the outputs to the intended public. Other evaluation may require outtake analyses: were the messages transmitted to targeted publics with the intended results, that is, was the tone of the actual article or broadcast what was intended? This goes beyond a count of simple pick-up, it looks at how the message was evaluated by a third party whose endorsement may add to or detract from its intended effect.

Similar research methods are employed across the three phases of evaluation. They are generally classified as being either formal (scientific and quantitative) or informal (humanistic or qualitative). During the developmental phase, however, a third methodology is typically added – historical or secondary research. Throughout the public relations project different methods are employed and compared one against the other to insure that the evaluation is providing decision-makers with reliable and valid information.

Reliability And Validity

Evaluation methods differ in terms of both reliability and validity of the “data” collected and analyzed. The terms “qualitative” and “humanistic” are applied to data gathered with the intent of a deep understanding of specific individuals or cases but not meant to be extended to a larger population or public. The difference is to be found in use. Quantitative data establish norms (or parameters) against which groups can be compared, but in establishing a norm any individual differences are lost.

Quantitative methods have established ways of testing for reliability of response or observation. As such, they can tell the evaluator within a certain degree of confidence that the responses will be similar among other members of the public from which they were taken. Once reliability has been established, validity of response can be established – both in terms of logical and of statistical analyses. Hence, an advantage of the quantitative method is that reliability and validity can be judged and extrapolation to larger groups possibly inferred.

Qualitative data, on the other hand, comes from a much smaller sample and often from the interview of selected individuals. Qualitative data has a deeper meaning, is valid only for those persons being interviewed, and has real reliability problems – that is, it is valid for that group or individual, but may not reliably represent others from the public from which they come.

Evaluation Methodologies

Evaluation methods can be divided into four general classes – historical/secondary, qualitative, quantitative, and content analysis. Historical/secondary methods evaluate extant data. Qualitative methods collect data from individuals or small groups of individuals whose generalizability is limited but which is valid for those individuals; the data obtained is typically based on what was said or interpreted. Quantitative methods generally seek to gather information that can be reduced to numeric evaluation and in the case of survey or poll methods may be generalized to larger groups. Content analysis is a combination of qualitative and quantitative methods and examines the actual messages that are employed in public relations projects or campaigns.

Historical/Secondary Methods

Almost all projects will have some historical context from which to obtain the data required to establish where the project is before it actually begins. This information may come from association sources, previous research, annual reports, and news reporting of similar industries or products or persons. In many cases other departments may have the data required to establish a starting point. The Internet has made the gathering of historical and secondary data, as well as access to documentation, much easier than before. The gathering and evaluation of extant information often points to gaps in the project knowledge base, places where additional data is required to gain the “big picture” of the project and its project environment. In the rare case where data are missing, contemporary information must be obtained – primarily through qualitative and quantitative methods.

Qualitative Methods

Three qualitative methods found in public relations evaluation are in-depth interviews, focus groups, systematic observation/participant observation, and the case study. In-depth interviews are the most controlled of the qualitative methods and are often used when trying to obtain data from opinion leaders, innovators, or people who are held in high esteem through their contact with target audiences. Focus groups , or what have been called “controlled group discussions,” allow for a degree of control over questions, but allow participants to qualify their ideas, agree or disagree with others, and “tag on” to current threads of conversation; they provide the researcher with invaluable insight as to why something may or may not work. Observation – whether simple systematic “environmental scanning” or a planned participant observation study – provides information about the real-world activities of people. Observation is something that is often overlooked in planned evaluation, but is a method that provides additional insight into project management.

The case study is an in-depth look at previous projects or campaigns from a historical perspective and is found in three different forms. The linear approach examines the case from beginning to end, with a focus on the particular elements employed in the project – basic research undertaken, project objectives, project programming, and project evaluation – as a static analysis of the case under study. Process-oriented case studies take into consideration the feedback process associated with the case, with evaluation first appearing at the second of four phases (fact-finding/problem analysis, strategic planning, action, and assessment). The grounded case study takes a management-by-objective (MBO) approach and includes analysis of the project’s financial impact and its impact on the business bottom line. Traditionally, linear and process-oriented case studies have focused on the communication process while the grounded case study has looked more at business strategy. All provide essential information for the planning of a public relations project or campaign.

Quantitative Methods

Quantitative methods can be further divided into scientific and social scientific camps. Most public relations evaluation takes a social science approach and focuses on survey and poll methodology in gathering data on small samples of larger populations or publics.

Survey or poll methodology seeks to understand the attitudes or behavioral intentions (norms) of target audiences. Polls are shorter, more behavior-oriented collections of questions that seek to take snapshots of the target. Surveys are much longer and take an in-depth look at the target audience or public. Both collect samples (representative or nonrepresentative members of the population or universe being studied), most commonly face to face, by telephone, by mail, or on the Internet. Sample selection can conducted as a “probability” or convenience (“nonprobability”) sampling. Probability sampling occurs when all members of the population have equal chances of being selected; convenience sampling occurs when only those present in a given environment are selected to participate in data gathering (e.g., random intercept or mall survey).

Scientific approaches are more experimental , where variables of interest (“independent variables,” such as messages or channels) are varied and their impact on desired outcome variables (“dependent variables,” such as purchase intent, relationship, reputation). Very sophisticated projects may even simulate under differing conditions the projected impact of the project on the outcome(s) of interest.

Content analysis spans the qualitative–quantitative gulf. Since the method examines messages, it may be considered qualitative and as such may evaluate message content via rhetorical analysis thematic structure, purpose, and so forth. However, content analysis also allows a quantitative evaluation of the message such as number of words, basic tone of message, number of times a certain word or phrase is found, readability indices (e.g., Flesch Reading Ease or Flesch–Kincaid Grade Level indices), or type–token ratio. Content analysis has been computerized for faster analysis with the Internet allowing for almost real-time message acquisition and analysis.

Establishing Metrics

Prior to actually beginning data acquisition, evaluation metrics need to be established. A metric is a way to provide both focused and continuous project evaluation. Metrics run the gamut from dashboards to scorecards. Metrics are management tools that take the results of data gathered through qualitative and quantitative methods and relate them to project objectives, specific outtakes or outcomes, or other indicators that are monitored and evaluated on a regular basis.

Some metrics, such as balanced scorecards , are evaluated on a regular basis, but not continuously. Dashboards, on the other hand, are set up to monitor data as it comes in and provide day-by-day, minute-by-minute evaluations. What is common to each, however, is the data gathered, some of which may be compared to pre-project benchmarks or to established benchmarks throughout the project. Scorecards typically examine specific indicators against other indicators – either competitor-based or project-based – and are presented typically as numeric data. Dashboards are often more graphical and present data in terms of analogical measures, such as clocks, fever graphs, or other chart-like presentations.

Evaluation metrics should be established during the pre-project, development phase.

Developmental Phase Methodology

Developmental phase evaluation focuses primarily on gathering data against which to compare project results over the life of the project. As such, it often begins with a set of methods that are neither qualitative nor quantitative. Development phase research is often rooted in historical or secondary research. It may, of course collect new data to update what has been obtained from historical and secondary sources or, because of a lack of historical or secondary research, require that benchmark data be gathered as a pre-project requirement through qualitative or quantitative methods.

In preparing for a project or campaign certain information should be readily available. This information may be collected, culled, and interpreted to establish an initial baseline or benchmark against which periodic checks can be conducted at later phases. An all too common characteristic of previous public relations evaluation has been a failure to establish a baseline – often based on the assumption that data at this stage is too expensive to gather.

During the developmental phase in-depth interviews, focus groups, observation, and previous case studies provide the background against which to compare the public relations activities during the campaign. Selected interviews and focus groups may be employed to gather an in-depth understanding of what strategies and tactics will produce the desired results and when and where secondary benchmarks (employed during the refinement phase) should be gathered. The developmental phase will set the actionable and measurable objectives to be met during the campaign.

Quantitative methods seek to establish the expected attitudinal and behavioral norms as target audience/public benchmarks. Survey methodology is often applied where historical/secondary analysis fails to produce expected attitudinal or behavioral norms. In some cases the projected campaign will be submitted to experimental method and a simulated campaign run against differing conditions (market or competition, for instance).

Content analyses are often undertaken to better understand how similar messaging has been interpreted by opinion leaders or reactions of focus groups to messages. This may take the form of pre-project message testing, concept testing, and so forth.

Refinement Phase Methodology

During the refinement phase evaluations are undertaken to see if the project is on target and schedule. This phase employs survey or poll, in-depth interview, focus group, and content analyses methods, often triangulated to provide the normative data required for larger population against the deeper and “richer” data from interviews and focus groups. Content analyses provide indicators that key messaging is getting out and that opinion leaders, editors, or reporters are on message. Observation continues to be an important informal methodology, such as observing during the day how many times and how people communicate on message (“word of mouth”).

Data gathered during the refinement phase is evaluated against set objectives. This evaluation allows for alterations in strategy and tactics once the project has begun. As with most planned events, once the project is kicked off many things may alter the way intended messages are interpreted: the competition may engage in counter-messaging, or the target audience simply is not getting the information or, once received, is not being motivated to act. Finally, refinement phase evaluation seeks to make better predictions about actual behavior – that which drives the return on investment and project goals in most cases.

Final Phase Methodology

Final phase methodology is typically divided into three areas. First, was the goal met? Did the project move the needle? Did it meet or surpass expectations and how did it contribute to the client or company bottom line? Second, each objective is examined to evaluate both the strategy and tactics employed. Were objectives met? Were they on target? Were they on schedule? All the data gathered during the development and refinement stages are evaluated against final outcome(s). In some ways this is a meta-evaluation of the campaign and may yield an internal case study that can be used for future projects as baseline or benchmark data. Finally, a cost–product evaluation is undertaken. Here the evaluation focuses on whether the project was cost-effective, that the goal(s) and objective(s) were on target. Was the project cost-effective or were developmental estimates off so that the project could have come in for less? These are the hard questions that are always asked at the final evaluation phase.

Evaluation is an important factor in any public relations project. It should be planned across three phases and take into account both the project goal(s) and the objective(s). Objectives must be actionable and measurable and the methods selected to gather data should be triangulated to gain the best insight into project effectiveness.

References:

• Brody, E. W., & Stone, G. C. (1989). Public relations research . New York: Praeger.
• Broom, G. M., & Dozier, D. M. (1990). Using research in public relations: Applications to program management . Englewood Cliffs, NJ: Prentice Hall.
• Carroll, T., & Stacks, D. W. (2004). Bibliography of public relations measurement . Gainesville, FL: Institute for Public Relations.
• Hocking, J. E., Stacks, D. W., & McDermott, S. T. (2003). Communication research , 3rd edn. Boston: Allyn and Bacon.
• Stacks, D. W. (2002). Primer of public relations research . New York: Guilford.
• Stacks, D. W. (2006). Dictionary of public relations measurement and research . Gainesville, FL: Institute for Public Relations.

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Cases in Public Relations Strategy

• Burton St. John III - University of Colorado Boulder, USA
• Diana Knott Martinelli - West Virginia University, USA
• Robert S. Pritchard - University of Oklahoma, USA, Ball State University, USA
• Cylor Spaulding - Cal State University, Fullerton, USA
• Description

Cases in Public Relations Strategy draws on original, real-world case studies to provide students with a strategic approach to meeting the needs of a client before, during, and beyond a campaign. Using the RACE (Research, Action Planning, Communication, and Evaluation) model, students explore successful contemporary campaigns and evaluate best practices in all major areas of public relations activity. This practical, client-oriented text shows students how to systematically evaluate and adapt to the needs of a particular client—whether big or small, global or local, for-profit or nonprofit—in order to launch the most effective campaign. Each case includes a brief introduction focused on fundamentals and core competencies, and all cases have been carefully selected to present a wide range of client types. In addition to the lessons from professionals in the case studies, a section on PR consulting and an appendix on advancing your PR career give students the knowledge and skills they need for success in the field.

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SAGE edge offers a robust online environment featuring an impressive array of free tools and resources for review, study, and further exploration, keeping both instructors and students on the cutting edge of teaching and learning. Learn more at edge.sagepub.com/stjohn .

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An Empirical Investigation of Public Relations Roles: A Case Study of the Financial Service Sector of Ghana

• Original Article
• Published: 15 April 2021
• Volume 25 , pages 94–105, ( 2022 )

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• Albert A. Anani-Bossman   ORCID: orcid.org/0000-0002-3886-6403 1  

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Public relations is essential in helping to develop, shape, maintain and manage relationships between an organisation and its publics. However, for that to occur PR must play a strategic/managerial role. It is only when the practitioner is involved in strategic management and engages in managerial activities, can PR really excel and add real value to the organisation. The present study presents findings from an investigation of the role of senior PR practitioners in the financial services sector of Ghana. It examines the roles practitioners in the FSS perform, the strategic nature of these roles, and the challenges that affect the performance of the strategic role. The research was inspired by a lack of knowledge on the specific roles performed by PR practitioners in Ghana, which affects the practice of the profession and limits scholars in the country from fully participating in the discussion on the subject. The article reviews literature on roles research from western and African perspectives and empirically analysis two key roles—technician and manager. Data were gathered utilising a one-on-one interview with 22 senior PR practitioners in the financial services sector. The study found little evidence of a separation between the technician and managerial roles. An important finding was that even though practitioners enjoyed access to senior management, they were not involved in the decision-making process. Also, they faced challenges such as lack of understanding by the management of the value of PR. The paper concludes that the lack of involvement in the decision-making process and the challenges faced limits the ability of practitioners to fully perform the strategic role. Significantly, there is a need for scholars in Ghana to examine the perceived value of PR to organisations from the perspective of senior management. The study calls for comprehensive research in this area in relation to the unique characteristic of African PR practice.

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Anani-Bossman, A.A. An Empirical Investigation of Public Relations Roles: A Case Study of the Financial Service Sector of Ghana. Corp Reputation Rev 25 , 94–105 (2022). https://doi.org/10.1057/s41299-021-00114-8

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22 What is Research?

Many of us do research every day, without thinking much about it. Think about the last time you made a significant purchase, or when you were deciding which university to attend. You probably used your phone or a computer to gather information about your options and to analyze which option might be best for you. Even though you may not have realized it, this is a form of research!

Research is “the systematic gathering, analyzing, and evaluating of data” (Stacks, 2017, p.3). Research involves some sort of systematic gathering of data, or information. Research involves some sort of analysis of this information: asking yourself, what does this information mean? And research involves evaluating the information. What does this mean for my research question or my goals, needs or interests?

Let’s say you want to buy a new pair of running shoes because you’ve decided to take up jogging. There are lots of options out there and running shoes can be expensive, so you may decide you want to do some research.  What would your research look like? First, you’d gather some information. You may decide to use Google to search for “best sneakers for jogging”. Because you understand that there are lots of different sources of information out there, you may decide to click on all of the links on the first page of results and write down the most common recommendations. This is a form of systematic gathering of data. Once you’ve done this, you may have a list of 3-5 sneaker options. You may search for more information on each of those options specifically. You may read reviews from other purchasers, look at the manufacturer’s information, or go to a store to compare the sneakers in person. This is a form of analysis. When you try a couple of the sneakers on, assess how they feel, compare their prices, and decide if they will work for your needs, this is a form of evaluation. You may not have known you are a researcher, but by carefully and systematically gathering, analyzing and evaluating information to help you make your sneaker purchase decision, you are engaging in the research process.

Types of Research

We often distinguish between different types of research: formal and informal. Formal research is planned and structured research that involves the systematic gathering, analyzing and evaluation of information, usually with the intent to answer specific questions of interest. Informal research is less structured and typically involves the “observing of people, events, or objects of interest as they occur” (Stacks, 2017, p.3). Both formal and informal research can provide important insights for public relations practice. For example, formal research like the survey Stacy’s conducted in the case study at the start of this chapter, helped Stacy’s understand the needs and wants of their key public by providing statistical data. As a PR professional, you may engage in informal research by keeping up with trends on TikTok or casually listening to conversations around you at a busy restaurant or café. Both types of research have their place

Often, we can use information noted from informal research to design formal research studies. For example, imagine you are working for a food and beverage company and have been tasked with revitalizing a cookie brand, Scrumpties. When you are shopping for your groceries, you may take note of how full or empty the Scrumpties cookie shelf is. You may notice that it always seems to be a particular demographic purchasing those cookies. However, you wouldn’t make any decisions based on this information alone, because these are just things you’ve noticed in a casual way. That said, these casual insights may help you decide to conduct a formal research study, such as a survey. For example, you may have a hunch from your informal research that only people over 50 seem to purchase Scrumpties. Formal research could help you understand if that is reliable information that can be used to make decisions about revitalizing the cookie brand.

Stacks, D. W. (2017). Primer of public relations research (3rd ed.). New York: Guilford.

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