Public Relations Objectives

What are some typ­ic­al pub­lic rela­tions objectives?

PR pro­fes­sion­als craft com­pel­ling nar­rat­ives and crit­ic­al mes­sages that res­on­ate with stake­hold­ers, influ­en­cers, and pub­lics, and they dis­sem­in­ate these through vari­ous chan­nels, includ­ing tra­di­tion­al media, social media, and dir­ect communications. 

Here we go:

Public Relations Objectives

“Public rela­tions is a young aca­dem­ic field with poten­tial to inform vari­ous areas of com­mu­nic­a­tion and offer tools like issues man­age­ment for vari­ous applied com­mu­nic­a­tion fields.“
Source: Journal of Communication ¹Botan, C., & Taylor, M. (2004). Public rela­tions: State of the field. Journal of Communication, 54, 645 – 661. https://​doi​.org/​1​0​.​1​1​1​1​/​J​.​1​460 – 2466.2004.TB02649.X

Building trust and cred­ib­il­ity is a cru­cial object­ive of pub­lic rela­tions. In an era where con­sumers are increas­ingly scep­tic­al of advert­ising and cor­por­ate speak, PR offers a more authen­t­ic and cred­ible way to com­mu­nic­ate with the public.

But what exactly are PR pro­fes­sion­als focused on achieving?

Categorised by the stake­hold­er mod­el, here are examples of com­mon pub­lic rela­tions objectives:

Corporate Communications Objectives

The primary object­ive of cor­por­ate com­mu­nic­a­tions is to stra­tegic­ally man­age and con­vey an organ­isa­tion’s mes­sages to intern­al and extern­al stake­hold­ers, pub­lics, and influ­en­cers while fos­ter­ing a con­sist­ent brand image, trust, engage­ment, and align­ment with busi­ness goals.

Corporate com­mu­nic­a­tions = an organ­isa­tion’s stra­tegic use of mes­saging to shape its repu­ta­tion, artic­u­late its vis­ion, and engage with key audi­ences across intern­al and extern­al chan­nels.

Targets: External and intern­al pub­lics, busi­ness journ­al­ists, reg­u­lat­ory insti­tu­tions, part­ners, sup­pli­ers, vendors, etc.

Examples of objectives:

Investor Relations Objectives

The primary object­ive of investor rela­tions is to effect­ively com­mu­nic­ate a company’s fin­an­cial per­form­ance, strategy, and value pro­pos­i­tion to cur­rent and poten­tial investors, fos­ter­ing trust, trans­par­ency, and sup­port for the company’s long-term objectives.

Investor rela­tions (IR) = an organ­isa­tion’s delib­er­ate com­mu­nic­a­tion efforts to build trust and main­tain trans­par­ency with investors, ana­lysts, and the fin­an­cial com­munity.

Targets: Shareholders, investors, mar­ket hubs, mar­ket ana­lysts, fin­an­cial insti­tu­tions, trade journ­al­ists etc.

Examples of objectives:

Media Relations Objectives

The primary object­ive of media rela­tions is to build and main­tain pos­it­ive rela­tion­ships with influ­en­cers, journ­al­ists, and media out­lets to ensure accur­ate, con­sist­ent, and favour­able cov­er­age of an organisation’s mes­sages, ini­ti­at­ives, and reputation.

Media rela­tions = a brand’s tar­geted use of com­mu­nic­a­tion to foster pos­it­ive inter­ac­tions with journ­al­ists, edit­ors, and media out­lets and to gain favour­able cov­er­age.

Targets: Journalists, edit­ors, influ­en­cers, etc.

Examples of objectives:

Digital PR Objectives

The primary object­ive of digit­al PR is to enhance an organ­isa­tion’s online pres­ence and repu­ta­tion by lever­aging digit­al plat­forms, cre­at­ing share­able con­tent, and secur­ing high-qual­ity inbound traffic to drive vis­ib­il­ity, engage­ment, and authority.

Digital PR = the stra­tegic use of online com­mu­nic­a­tion to build brand com­munit­ies, foster engage­ment, and man­age repu­ta­tion in the digit­al space. ²Silfwer, J. (2017, November 20). What is Digital PR? Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​w​h​a​t​-​i​s​-​d​i​g​i​t​a​l​-​pr/

Targets: Inbound web traffic, brand com­munit­ies, sub­scribers, fans, fol­low­ers, influ­en­cers, social net­works, etc.

Examples of objectives:

Public Affairs Objectives

The primary object­ive of pub­lic affairs is to influ­ence pub­lic policy, legis­la­tion, and soci­et­al atti­tudes through stra­tegic com­mu­nic­a­tion and advocacy to foster mutu­ally bene­fi­cial rela­tion­ships between organ­isa­tions and gov­ern­ment­al or reg­u­lat­ory stakeholders.

Public affairs (PA) = a brand’s inten­tion­al use of com­mu­nic­a­tion to engage with gov­ern­ments, poli­cy­makers, and com­munit­ies to influ­ence pub­lic policy and social impact.

Targets: Voters, polit­ic­al journ­al­ists, polit­ic­al ana­lysts, colum­nists, interest groups, etc.

Examples of objectives:

Lobbying Objectives

The primary object­ive of lob­by­ing is to influ­ence decision-makers, par­tic­u­larly legis­lat­ors and gov­ern­ment offi­cials, to sup­port spe­cif­ic policies, reg­u­la­tions, or actions that align with an organ­isa­tion’s or advocacy group’s interests.

Lobbying = the focused use of advocacy and com­mu­nic­a­tion to dir­ectly influ­ence legis­lat­ive and reg­u­lat­ory decisions in favour of spe­cif­ic interests or causes.

Targets: Politicians, legis­lat­ors, gov­ern­ment offi­cials, com­mit­tees, influ­en­cers, etc.

Examples of objectives:

Internal Communications Objectives

The primary object­ive of intern­al com­mu­nic­a­tions is to engage, inform, and align employ­ees with the organisation’s goals, cul­ture, and strategies, fos­ter­ing col­lab­or­a­tion, motiv­a­tion, and a sense of shared purpose.

Internal com­mu­nic­a­tions (IC) = an organ­isa­tion’s delib­er­ate use of mes­saging to align, inform, and motiv­ate employ­ees while fos­ter­ing a pro­duct­ive work­place cul­ture.

Targets: Coworkers, poten­tial recruits, etc.

Examples of objectives:

Crisis Communications Objectives

The primary object­ive of crisis com­mu­nic­a­tions is to pro­tect and restore an organisation’s repu­ta­tion, trust, and sta­bil­ity by man­aging the flow of accur­ate, timely, and stra­tegic inform­a­tion dur­ing and after a crisis.

Crisis com­mu­nic­a­tions = a brand’s rap­id, stra­tegic deploy­ment of com­mu­nic­a­tion to mit­ig­ate repu­ta­tion­al dam­age, address urgent chal­lenges, and restore pub­lic trust dur­ing crit­ic­al situ­ations.

Targets: Crisis vic­tims, wor­ried pub­lics, the gen­er­al pub­lic, cowork­ers, journ­al­ists, influ­en­cers, cus­tom­ers, share­hold­ers, etc.

Examples of objectives:

Marketing PR Objectives

The primary object­ive of mar­ket­ing PR is to gen­er­ate aware­ness, interest, and demand for products or ser­vices by lever­aging earned/​shared/​owned media, storytelling, and influ­en­cer engage­ment to com­ple­ment mar­ket­ing efforts and enhance brand credibility.

Marketing PR = a brand’s tac­tic­al integ­ra­tion of com­mu­nic­a­tion and pro­mo­tion­al efforts to enhance product aware­ness, drive sales, and sup­port mar­ket­ing object­ives.

Targets: Potential cus­tom­ers, exist­ing cus­tom­ers, trade journ­al­ists, mem­bers, affil­i­ates, etc.

Examples of objectives:

Industry PR Objectives

The primary object­ive of industry PR (B2B) is to build cred­ib­il­ity, foster trust, and enhance thought lead­er­ship with­in a spe­cif­ic industry by com­mu­nic­at­ing value, expert­ise, and innov­a­tions to busi­ness pub­lics, niche influ­en­cers, and stakeholders.

Industry PR (B2B) = a busi­ness’s pur­pose­ful use of com­mu­nic­a­tion to build cred­ib­il­ity, foster trust, and estab­lish thought lead­er­ship with­in its pro­fes­sion­al sec­tor.

Targets: B2B cli­ents, B2B pro­spects, trade journ­al­ists, trade organ­isa­tions, niche influ­en­cers, etc.

Examples of objectives:

Learn more: Public Relations Objectives

What Public Relations Does

“Public rela­tions budgets and resources are often less well-defined and less accep­ted than mar­ket­ing budgets and resources, but both dis­cip­lines con­trib­ute to the bot­tom line.”
Source: Public Relations for Marketing Professionals ³Haywood, R. (1998). Public rela­tions budget and resources. Public Relations for Marketing Professionals, 83 – 96. https://​doi​.org/​1​0​.​1​0​0​7​/​978 – 1‑349 – 14365-8_5

“Public rela­tions and mar­ket­ing both use rela­tion­ship-build­ing tech­niques, but their mis­sions and philo­sophies are fun­da­ment­ally dif­fer­ent.”
Source: Public Relations Review ⁴Broom, G., Lauzen, M., & Tucker, K. (1991). Public rela­tions and mar­ket­ing: Dividing the con­cep­tu­al domain and oper­a­tion­al turf. Public Relations Review, 17, 219 – 225. … Continue read­ing

Public rela­tions is fun­da­ment­ally dif­fer­ent from mar­ket­ing. Let’s use the Stakeholder Model to under­stand bet­ter what PR pro­fes­sion­als do.

Corporate Communications

(Sometimes used inter­change­ably with “Communications” and “Inhouse PR” as a gen­er­al term.)

Corporate com­mu­nic­a­tions = an organ­isa­tion’s stra­tegic use of mes­saging to shape its repu­ta­tion, artic­u­late its vis­ion, and engage with key audi­ences across intern­al and extern­al chan­nels.

Targets: External and intern­al pub­lics, busi­ness journ­al­ists, reg­u­lat­ory insti­tu­tions, part­ners, sup­pli­ers, vendors, etc.

What if an organ­isa­tion depends not just on wheth­er people buy its products or ser­vices but also on what people think of your organ­isa­tion and how it con­ducts its busi­ness? What if people want to dis­cuss crit­ic­al top­ics with the organisation?

Unfortunately, pro­mot­ing your products and ser­vices to these people won’t cut it. However, pub­lic rela­tions has pro­fes­sion­al know-how in this area.

“Corporate com­mu­nic­a­tion is a new [editor’s note: pub­lished in 1996] and grow­ing dis­cip­line that focuses on com­mu­nic­a­tion with­in organ­iz­a­tions, relat­ing to man­age­ment, busi­ness, and organ­iz­a­tion­al aspects.”
Source: Management Communication Quarterly ⁵Argenti, P. (1996). Corporate Communication as a Discipline. Management Communication Quarterly, 10, 73 — 97. https://​doi​.org/​1​0​.​1​1​7​7​/​0​8​9​3​3​1​8​9​9​6​0​1​0​0​0​1​005

Media Relations

(Sometimes referred to as “Press Office.”)

Media rela­tions = a brand’s tar­geted use of com­mu­nic­a­tion to foster pos­it­ive inter­ac­tions with journ­al­ists, edit­ors, and media out­lets and to gain favour­able cov­er­age.

Targets: Journalists, edit­ors, influ­en­cers, etc.

Some third-party pub­lish­ers don’t accept pay­ment because their live­li­hood depends on objectiv­ity. Journalists (and influ­en­cers with journ­al­ist­ic ambi­tions) fall into this cat­egory. Their unbiased approach makes them highly influential.

For instance, you can­not send your ads to a journ­al­ist. They will refer you to their mar­ket­ing depart­ment and ask you to pay!

However, a PR pro­fes­sion­al under­stands how to cre­ate mater­i­al that a journ­al­ist (or an ambi­tious influ­en­cer) will want to fea­ture to their audience.

“Organizations’ media rela­tions activ­it­ies can influ­ence media con­tent and opin­ions, but suc­cess depends on more than just dis­trib­ut­ing news releases.”
Source: Public Relations Review ⁶Turk, J. (1985). Information sub­sidies and influ­ence. Public Relations Review, 11, 10 – 25. https://​doi​.org/​1​0​.​1​0​1​6​/​S​0​3​6​3​-​8​1​1​1​(​8​5​)​8​0​078 – 3

Investor Relations (IR)

Investor rela­tions (IR) = an organ­isa­tion’s delib­er­ate com­mu­nic­a­tion efforts to build trust and main­tain trans­par­ency with investors, ana­lysts, and the fin­an­cial com­munity.

Targets: Shareholders, investors, mar­ket hubs, mar­ket ana­lysts, fin­an­cial insti­tu­tions, trade journ­al­ists etc.

In some organ­isa­tions, huge ones, there are vari­ous fin­an­cial stake­hold­ers: share­hold­ers, investors, fin­an­cial insti­tu­tions, etc. You can­not “mar­ket” to these groups; their inform­a­tion­al needs dif­fer from those of poten­tial consumers.

However, we under­stand how to engage in two-way com­mu­nic­a­tion with­in pub­lic relations.

“Investor rela­tions officers sig­ni­fic­antly influ­ence cor­por­ate dis­clos­ures and play a cru­cial role in private com­mu­nic­a­tion between IROs, ana­lysts, and investors.”
Source: Journal of Accounting and Economics ⁷Brown, L., Call, A., Clement, M., & Sharp, N. (2019). Managing the nar­rat­ive: Investor rela­tions officers and cor­por­ate dis­clos­ure✰. Journal of Accounting and Economics. … Continue read­ing

Digital PR

(Sometimes referred to as “Digital Communications,” “Online PR,” or “Online Communications.”)

Digital PR = the stra­tegic use of online com­mu­nic­a­tion to build brand com­munit­ies, foster engage­ment, and man­age repu­ta­tion in the digit­al space. ⁸Silfwer, J. (2017, November 20). What is Digital PR? Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​w​h​a​t​-​i​s​-​d​i​g​i​t​a​l​-​pr/

Targets: Inbound web traffic, brand com­munit­ies, sub­scribers, fans, fol­low­ers, influ­en­cers, social net­works, etc.

Not all online traffic is paid for by ads. People search organ­ic­ally for inform­a­tion, know­ledge, inspir­a­tion, enter­tain­ment, etc. Some people even wish to be more than just cus­tom­ers — they want to be fans, fol­low­ers, and subscribers! 

And yes, pub­lic rela­tions is equipped to cater to the inform­a­tion­al needs of fin­an­cial stakeholders.

“Online pub­lic rela­tions can enhance vis­ib­il­ity and build rela­tion­ships with the pub­lic, pro­mot­ing organ­iz­a­tions and products through dia­lo­gic com­mu­nic­a­tion.”
Source: Procedia — Social and Behavioral Sciences ⁹Petrovici, M. (2014). E‑Public Relations: Impact and Efficiency. A Case Study. Procedia — Social and Behavioral Sciences, 141, 79 – 84. https://​doi​.org/​1​0​.​1​0​1​6​/​J​.​S​B​S​P​R​O​.​2​0​1​4​.​0​5​.​015

Public Affairs (PA)

Public affairs (PA) = a brand’s inten­tion­al use of com­mu­nic­a­tion to engage with gov­ern­ments, poli­cy­makers, and com­munit­ies to influ­ence pub­lic policy and social impact.

Targets: Voters, polit­ic­al journ­al­ists, polit­ic­al ana­lysts, colum­nists, interest groups, etc.

For some organ­isa­tions, the gen­er­al pub­lic’s opin­ion about spe­cif­ic issues mat­ters. For an elec­tric car man­u­fac­turer, what people think of soci­ety’s elec­tri­fic­a­tion mat­ters because, in a demo­cracy, pub­lic opin­ion will ulti­mately shape pub­lic policy.

In pub­lic rela­tions, we have the skill set to nav­ig­ate and man­age pub­lic per­cep­tions and shape opin­ions long-term. While advert­ising can sup­port such endeav­ours, the driv­ing force is usu­ally pub­lic relations.

“Integrating cor­por­ate plan­ning and pub­lic affairs per­spect­ives is cru­cial for organ­iz­a­tions to effect­ively respond to envir­on­ment­al change and adapt to social and polit­ic­al tur­bu­lence.”
Source: Long Range Planning ¹⁰Post, J., Murray, E., Dickie, R., & Mahon, J. (1982). The pub­lic affairs func­tion in American cor­por­a­tions: Development and rela­tions with cor­por­ate plan­ning. Long Range Planning, 15, 12 – 21. … Continue read­ing

Lobbying

Lobbying = the focused use of advocacy and com­mu­nic­a­tion to dir­ectly influ­ence legis­lat­ive and reg­u­lat­ory decisions in favour of spe­cif­ic interests or causes.

Targets: Politicians, legis­lat­ors, gov­ern­ment offi­cials, com­mit­tees, influ­en­cers, etc.

At times, it’s a good idea to present your organ­isa­tion’s ideas dir­ectly to those in charge of mak­ing the decisions, like politi­cians, legis­lat­ors, ana­lysts, top­ic experts, etc. And these groups are rarely con­vinced by mar­ket­ing messages.

“Lobbying can be viewed as a form of legis­lat­ive sub­sidy, provid­ing policy inform­a­tion, polit­ic­al intel­li­gence, and legis­lat­ive labor to stra­tegic­ally selec­ted legis­lat­ors, assist­ing nat­ur­al allies in achiev­ing their object­ives.”
Source: American Political Science Review ¹¹Hall, R., & Deardorff, A. (2006). Lobbying as Legislative Subsidy. American Political Science Review, 100, 69 — 84. https://​doi​.org/​1​0​.​1​0​1​7​/​S​0​0​0​3​0​5​5​4​0​6​0​6​2​010

Internal Communications (IC)

Internal com­mu­nic­a­tions (IC) = an organ­isa­tion’s delib­er­ate use of mes­saging to align, inform, and motiv­ate employ­ees while fos­ter­ing a pro­duct­ive work­place cul­ture.

Targets: Coworkers, poten­tial recruits, etc.

Most organ­isa­tions have employ­ees. Their opin­ions and atti­tudes towards the employ­er often decide wheth­er the organ­isa­tion will rise or fall. Aiming mar­ket­ing cam­paigns at them rarely resolves any issues. 

Public rela­tions has a long and proud tra­di­tion of improv­ing all types of com­mu­nic­a­tion with­in an organ­isa­tion. (It’s also a major field of aca­dem­ic research!)

“Strengthening intern­al com­mu­nic­a­tion through vari­ous meth­ods, includ­ing face-to-face com­mu­nic­a­tion, can improve employ­ee engage­ment and build trust between man­age­ment and employ­ees.”
Source: International Journal of Business Communication ¹²Mishra, K., Boynton, L., & Mishra, A. (2014). Driving Employee Engagement. International Journal of Business Communication, 51, 183 — 202. https://​doi​.org/​1​0​.​1​1​7​7​/​2​3​2​9​4​8​8​4​1​4​5​2​5​399

Crisis Communications

(Sometimes referred to as “Crisis Management.”)

Crisis com­mu­nic­a­tions = a brand’s rap­id, stra­tegic deploy­ment of com­mu­nic­a­tion to mit­ig­ate repu­ta­tion­al dam­age, address urgent chal­lenges, and restore pub­lic trust dur­ing crit­ic­al situ­ations.

Targets: Crisis vic­tims, wor­ried pub­lics, the gen­er­al pub­lic, cowork­ers, journ­al­ists, influ­en­cers, cus­tom­ers, share­hold­ers, etc.

Sometimes, things go wrong. In such situ­ations, paus­ing all mar­ket­ing cam­paigns is often a good idea. No one wants to see an ad for your busi­ness when people suf­fer or have got­ten hurt. 

We have developed a tried-and-tested tool­box in pub­lic rela­tions to assist organ­isa­tions in deal­ing with chal­len­ging scenarios.

“Effective crisis com­mu­nic­a­tion strategies, tim­ing, and situ­ation­al factors can guide man­agers in achiev­ing desired out­comes and enhan­cing cor­por­ate repu­ta­tion dur­ing crises.”
Source: Business Horizons ¹³Coombs, W. (2015). The value of com­mu­nic­a­tion dur­ing a crisis: Insights from stra­tegic com­mu­nic­a­tion research. Business Horizons, 58, 141 – 148. https://​doi​.org/​1​0​.​1​0​1​6​/​J​.​B​U​S​H​O​R​.​2​0​1​4​.​1​0​.​003

Marketing PR

(Sometimes referred to as “Marketing Communications.”)

Marketing PR = a brand’s tac­tic­al integ­ra­tion of com­mu­nic­a­tion and pro­mo­tion­al efforts to enhance product aware­ness, drive sales, and sup­port mar­ket­ing object­ives.

Targets: Potential cus­tom­ers, exist­ing cus­tom­ers, trade journ­al­ists, mem­bers, affil­i­ates, etc.

Journalists and influ­en­cers are some­times inter­ested in con­sumer offer­ings, too. Potential cus­tom­ers are inter­ested in learn­ing about new products or ser­vices, and journ­al­ists might be curi­ous, too. This often hap­pens when there are big launches or sig­ni­fic­ant tech­no­lo­gic­al advancements.

This is where mar­ket­ing and pub­lic rela­tions “cross swords.” While mar­ket­ing uses paid cam­paigns to pro­mote products or ser­vices, pub­lic rela­tions pitches those products or ser­vices to journ­al­ists (and influ­en­cers with journ­al­ist­ic ambitions).

“Integrating mar­ket­ing com­mu­nic­a­tions across tra­di­tion­al and new media can improve the effect­ive­ness and effi­ciency of mar­ket­ing pro­grams.”
Source: Journal of Marketing ¹⁴Batra, R., & Keller, K. (2016). Integrating Marketing Communications: New Findings, New Lessons, and New Ideas. Journal of Marketing, 80, 122 — 145. https://​doi​.org/​1​0​.​1​5​0​9​/​j​m​.​1​5​.​0​419

Industry PR (B2B)

(Sometimes referred to as “B2B PR,” “B2B Communications,” or with more spe­cificity, like “Tech PR,” “Telecom PR”, “Medical PR,” etc.) 

Industry PR (B2B) = a busi­ness’s pur­pose­ful use of com­mu­nic­a­tion to build cred­ib­il­ity, foster trust, and estab­lish thought lead­er­ship with­in its pro­fes­sion­al sec­tor.

Targets: B2B cli­ents, B2B pro­spects, trade journ­al­ists, trade organ­isa­tions, niche influ­en­cers, etc.

In many indus­tries, organ­isa­tions sell products and ser­vices to oth­er com­pan­ies. Marketing can be cru­cial, espe­cially if there are thou­sands of poten­tial cus­tom­ers. However, many niches are small and depend­ent on per­son­al relationships.

Many organ­isa­tions also depend on func­tion­al rela­tion­ships with vendors, dis­trib­ut­ors, part­ners, sup­pli­ers, etc. Public rela­tions is the way to com­mu­nic­ate with these organisations.

“Contemporary pub­lic rela­tions for B2B involves 7 dis­tinct types of fram­ing: situ­ations, attrib­utes, choices, actions, issues, respons­ib­il­ity, and news.”
Source: Journal of Public Relations Research ¹⁵Hallahan, K. (1999). Seven Models of Framing: Implications for Public Relations. Journal of Public Relations Research, 11, 205 – 242. https://​doi​.org/​1​0​.​1​2​0​7​/​S​1​5​3​2​7​5​4​X​J​P​R​R​1​1​0​3​_02

Learn more: What Public Relations Does