Final Exam Flashcards
RPIE
The proactive and strategic planning process for PR. A solid way to make sure your key messages have the greatest opportunities to reach your target audiences.
RPIE: Research
The systematic gathering of information to describe and understand a situation; check assumptions about publics and perceptions, and check the PR consequences. Research helps define the problem and the publics.
Preliminary/Background Research
A casual review of materials. Helps understand the situation; what we already know and what we can easily figure out. Helpful but not well organized. Often the ‘1st take’.
Formal Research
Structured methodology that is valid, reliable, generalizable, empirical and uses the scientific method. The margin of error is 3 to 5 %. Types of Formal Research: Surveys Content Analysis Empirical Experiments Empirical Observations
Informal Research
Insightful but not as rigorous as formal research. Gains a solid understanding of a problem and the publics. Types of Informal Research: Checking Records/Files Environmental Scanning/Monitoring Interviewing Key Contacts and Content Experts Database Searches Focus Groups Special Committees
Primary Research
Research that you collected or commissioned 1st hand. Time-intensive. Cost-intensive. Reliable. Example: Focus Groups Interviews Advisory Boards Communication/PR Audits Complaint Reviews
Secondary Research
Research that is already collected/available by someone else. Examples: Data Banks Nationally Commissioned Research Library Articles Census/Government Reports News Articles/Reports
Quantitative
Research that can be reduced to a number.
Examples:
Surveys
Content Analysis
Qualitative
Research that can’t be reduced to a number.
Examples:
Focus Groups
Environmental Scans
Informal Research: Environmental Scanning/Monitoring
Organizations systematically exploring and interpreting the environment.
Examples:
Google Alerts
Blog/Clip Reviews
Informal Research: Focus Groups
8-12 people who share demographic characteristics. Open-ended questions and interactions. Provide a depth of feeling.
Informal Research: Databases
Nexis-Lexis
Factiva
Cision
Vocus
Informal Research: Special Committees
Advisory Boards
Blue Ribbon Panels
Planning: Goals
These refer to longer-term, broad, more global, future statements of “being.” Describe ‘hoped-for’ outcomes. How an organization is uniquely distinguished in the minds of its target publics. 9-15 words.
Planning: Objectives
A focus on shorter-term. Steps to achieve on the way to reaching your goal. Quantifiable end states. Should be about changes in the public’s awareness, attitude or actions. Defines what behavior, attitude or opinion you want to achieve from specific audiences, how much to achieve, and when to achieve it (e.g. news placements, social fans, event attendance). Objectives should be SMART.
SMART Objectives are…
Specific Measurable Attainable Relevant and Time-Specific
Outcome Objectives
Achieves change in public’s awareness, attitudes or actions. Prove that the campaign moved the needle of public opinion, motivated behavioral change.
Process Objectives
Serve to ‘inform’ and ‘educate’.
Output Objectives
Measure your outreach efforts and activities (e.g. number of contacts or news releases). Help you monitor your work.
Planning: Strategies
Serve as a road map or approach to reach objectives (e.g. enlist so-and-so to accelerate).
Proactive Strategies
Take the initiative.
Reactive Strategies
Respond to an issue/competition.
Planning: Tactics
Serve as specific elements of a strategy or specific tools (e.g. meetings, publications, tie-ins, news releases)
Types of Plans: Tactical
Short-range, more day-to-day. Might involve products/services or employee recognition.
Types of Plans: Strategic
Long-Range. Involves major organizational goals.
Types of Plans: Standing
Standardized. For use in specific situations: employee anniversaries, annual conference, campus convocation. Commonly used for emergencies.
Types of Plans: Single-Use
Developed for one situation. Product introduction, milestone or recover reputation.
RPIE: Implementation
The execution of a plan.
RPIE: Evaluation
Measures the effectiveness of the plan against the objectives (e.g. measures audience coverage, response and the campaign’s impact). Identifies ways to improve and makes recommendations for the future. Adjusts the plan, materials, etc. before moving forward. Can serve as research for the next plan.
Primary Publics
Stakeholders you need to affect for the program. Other publics you need to affect for the program.
Intervening Publics
Act as a channel to shape or change opinion. Independent agents who can pass messages to publics. Often news media and social media influencers.
Secondary Publics
Stakeholders somewhat affected. Others who may be impacted, but not it way that affects organization as much.
Stakeholders
People who perceive themselves as interested/affected that can in turn affect the organization.
Publics can be categorized by…
Their position (i.e. primary, secondary or intervening).
How active they are with an issue.
Their function (i.e. employees, media, cosumer).
Their demographics
Their psychographic
The amount of trust they have with a organization.
How affected they are by a organization.
Communication Tactics
Tools and technique to reach publics
Channels
Social Media (i.e. interactive and online)
Traditional Print Media (i.e. news, magazines)
Broadcast Media (i.e. news and talk shows)
Collateral (i.e. brochures, inserts and flyers)
Web Sites
Advertising
Events
Meetings/Seminars/Conferences
Speeches/Presentations/Demonstrations
PSA’s
Summative Evaluations
Indicate outcomes of a plan (i.e. how did our campaign do?).
Formative Evaluations
Indicate progress made during implementation (i.e. how are we doing?).
Pre-Tests and Post-Tests
Studies done before and after implementation of a plan with the same/similar group representing your public. Best used in a closed system evaluation (i.e. only evaluates the controlled message elements).
Situational Crisis Communication Theory (SCCT)
Explains how to select crisis response strategies to mitigate attribution.
2 Step Process for Assessing Crises: 1) Identify the Crisis Type
Victim Crisis Cluster (i.e. low attribution)
Accidental Crisis Cluster (i.e. moderate attribution)
Intentional Crisis Cluster (i.e. high attribution)
2 Step Process for Assessing Crises: 2) Identify Crisis Intensifiers
Organizational Reputation
Crisis History
Relationship History
Crisis Severity
Crisis Type: Victim Crisis
Natural Disasters Rumors Workplace Violence Product Tampering/Malevolence (Minimal Crisis Responsibility)
Crisis Type: Accident Crisis
Challenges (e.g. stakeholders claim the organization is operating in an inappropriate manner)
Technical Error Accidents (e.g. equipment or tech failure that causes an industrial accident)
Technical Error Product Harm (e.g. equipment or tech failure that causes a product to be defective or potentially harmful)
(Low Crisis Responsibility)
Crisis Type: Preventable/Intentional
Human-Error Accidents
Human-Error Product Harm
Organizational Misdeed (i.e. management actions that put stakeholders at risk and/or violate the law)
(Strong Crisis Responsibility)
3 Response Postures: Deny Posture
When low concern for victim and low responsibility acceptance are involved. You deny, attack the accuser and use a scapegoat.
3 Response Postures: Diminish Posture
When moderate concern for victim and moderate responsibility acceptance are involved. Use excuses and justifications.
3 Response Postures: Deal Posture
When high concern for victim and high responsibility acceptance are involved. Use ingratiation (i.e. try to be more likeable), express concern, regret and apology, give compensation.
Contingency Theory
Explains why various organization can behave in a variety of manners depending on the situations that an organization is involved in. Says an organization acts along an axis or Advocacy and Accommodation. An organization can be pulled from one pole to the other based on 86 different variables in 11 groups.
Diffusion Theory
How, why and at what rate do new ideas and technology spread throughout a culture.
Processes of change:
Awareness (through personal experience)
Interest (through mass media)
Evaluation (through experts and 3rd parties)
Trial (through friends and family)
Adoption (through sales and advertising)
Adoption Patterns of Diffusion Theory
Innovators: First to adopt new ideas.
Early Adopters: Avoid untried ideas, but the quickest to use tested ideas.
Early Majority: Most often named as “friend and neighbors”
Majority: Rely heavily on influence of early majority.
Laggards: Non-adopters
Diffusion Theory: Influencers
Mass Media (effective at gaining awareness and interest)
Experts (the #2 influence in all stages)
Peers (#1 in last three stages)
Sales (always 4th in influence)
Grunig’s 4 Models
Press Agentry
Public Information
2-Way Asymmetric
2-Way Symmetric
Agenda Setting Theory
Media can influence on what issues people think about. Theory developed via presidential campaigns. McCombs and Shaw followed the presidential race of 1968. Agenda was measured by what the public believed were the issues vs. media content. Conclusion was that media coverage = influence.
Excellence Theory
Theory by Grunig and Hunt that indicates that PR performance is linked to an organization’s relationships with publics also that PR should be a strategic management function. This gets approvals for new PR projects and campaigns, motivates employees to do more in bad times, respond to critics, deal with activist groups and recover after a stumble.
Excellence Principles: Technician
The first, the technician is someone who IMPLEMENTS. This person writes, edits, pitches.
Excellence Principles: Manager Role as Communication Facilitator
A boundary spanner between publics and organizations.
Excellence Principles: Manager Role as Problem Solver
A PR pro who partners with senior management and the dominant coalition on crises and issues.
Excellence Principles: Manager Role as Expert Prescriber
Operates as a consultant/advisor suggesting options.
Budgets Increasing…
40% of public company respondents expected their PR/Communication budgets to increase for 2014 over 2013.
Staffs Growing…
40% of respondents experiencing staff growth in 2014. Industries including energy and natural resources, finance and insurance, manufacturers/marketing of B-to-B products, professional services, retailing and transportation/shipping.
5 Most Used Channels
#1 Content Spread by Social Media #2 Twitter Growing #3 On-line Videos #4 Facebook #5 Print Newspapers
Emerging Channels
Editorial Websites Multimedia Content for Mobile Devices Instagram Crowd Sourcing Pinterest Vine
Products and Services Segmentation
Corporate Media Relations Product Media Relations Other Public Affairs and Community Relations Special Events Investor Relations
Media Relations
Still dominant, but rise of social media has given us new channels that are fundamentally changing PR. Press coverage has been a core PR activity, and remains one today. The role as influencer continues. 95% of “new” in online content stems from articles generated by traditional news media. Digital gives PR and consumers more options. Traditional media landscapes are waning.
4 Primary Media Roles
Provide Information
Sell Entertainment
Public “Watchdogs”
Make a Profit
The Media: Newspapers
Readers aged 35 and up. Suited for more complex, in depth information.
3 National Dailies: NY Times, USA Today, Wall Street Journal
Regional Dailies: Washington Post, LA Times, Chicago Tribune, Atlanta Constitution Journal, Baltimore Sun
Area Weeklies: Gazette
The Media: Newswires
AP, Reuters and Bloomberg. Feeds news to broadcast, print and blogs. PR Newswires: Business Wire Vocus PR Newswire US Wire
The Media: Magazines
22,000 Mainstream Mags
Media Relations: Inherent Tension
Reporters want... a good story access to top exclusive and experts quotes, anecdotes, examples facts and figures fast turnaround when on deadline PR wants... raise awareness of product of organization differentiate them from competitors recognize them for excellence bring attention to problems/issues help shape public opinion Journalists pride themselves on being... 4th estate watchdogs agenda setters PR acts as... advocates for clients and causes
According to the American Press Institute: How Americans Get Their News i.e. What device or technology did you use to get news in the last week?
#1 Television #2 Laptop of Computer #3 Radio
According to the American Press Institute: How Americans Get Their News i.e. How much do you trust the information you get from…?
#1 Electronic News Alerts #2 Directly From News Organizations #3 Search Engines
Top 15 News Websites
Yahoo! Google News Huffington Post CNN The New York Times Fox News NBC News Mail Online The Washington Post The Guardian The Wall Street Journal BBC News USA Today LA Times
News and Digital Circulation
More print than digital.
Tools Reporters Turn to 2013
99% Industry Sources 80% PR Contacts 77% Press Releases 74% Wire Services 71% Email Pitches 56% Blogs 44% Micro-Blogs 39% Social Networking Sites 18% Podcasts and Usernet Newsgroup 9% Social Bookmarking
Older Model for PR and Reporters
Pitching Stories
Agenda-Setting/Agenda Building
Newer Model for PR and Reporters
“Media Catching” and “News Jacking”
Social Media
Changing communications & PR to make information more instantly available, more accessible and “democratic”, lessen filters/gatekeepers, add more opinion, more open to misinformation and disinformation, add viral marketing as way to spread of ideas that spur social movements/trends and focus on engaging the publics.
As of January 2014…
74% of online Americans use social networking sites.
As of September 2013…
71% of online adults use Facebook 17& use Instagram 21% use Pinterest 22% use Linkedin 19% use Twitter (age counts though)
Digital Natives
Grew up with the internet and instant information. Under 35. Generation Y — Born 1975 - 1994.
Digital Immigrants
Grew up with gatekeepers and news aggregators. Had to learn the internet. Over 35 i.e. born before 1975.
Digital Omnivores
Consumer across several channels and touch points throughout the day.
What makes media social?
Real-Time Community Personal Interactive Measurable
5 Big Changes Driving Digital and PR - Edelman
1) Explosion of channels. Adding social channels quickly. Changing traditional channels.
2) Multi-screen World. Many consumers use multiple screens, sometimes at the same time.
3) Every company is a media company. Produce web content and content for videos, photos and stories.
4) Stories are social. Write them for social platforms.
Adapt them across platforms: from news to videos to web.
5) Stories that last forever. Once a story or image is online, it stays online. Remember “the long tail”.
Top Social Platforms
Pinterest Twitter Facebook Instagram Google+ Linkedin
Top Blogs - Technorati
Huffington Post BuzzFeed The Verge Mashable! Business Insider Gawker Deadspin TechCrunch Gizmodo Ars Technica TMZ.com
New and Social Media PR
Monitor and listen. Interact with those invested in your brand while online. Stop focusing on tools (tactics) - they will continue to change, instead focus on strategies. Embrace accidental spokespersons (and other strategic opportunities). Create content and syndicate. Be a source, create news, create communicaties. More digital storytelling.
Consumer PR
1/4 of PR campaigns involve working with or under marketing. Integrated marketing. PR, marketing, ad and disciplines work together as equals.
Consumer PR P’s of Marketing
Price Product Place Promotion ALSO: Complement Advertising Re-inforce messaging with more depth
Consumer PR Programs Objectives
Increase product awareness or knowledge
Reinvigorate a product
Reinforce favorable image of company or product
Increase traffic to web or venue
Introduce new product and understanding
Correct/reinforce reputation related to and issue/crisis about products
Consumer PR Tactics
Viral/Word of Mouth Guerilla Product Placement Trade-Out/Tie-In Campaigns Cause-Related Consumer-Driven Sponsored Content Events Celeb Spokespersons Market Softening Media Relations
Consumer-Driven Media
Social media that has given consumers a voice, and forums to share and discuss. Consumers place trust in other consumers, not in companies. There are magazines dedicated to consumers.
Employee Communications
The PR function that helps promote effective communication to employees and between management and workers. It engages workers to inform workers about company policies, decisions and motivates employees. There is an established link between informed employees and satisfied employees as well as a link between informed and productive employees. Positive employees who act as “ambassadors” to other publics.
Employee Communication Goals
Related to company’s goals. To improve understanding of company, decisions, policies. Encourage employee input and 2-way communications. Encourage innovation and productivity.
Employee Communications: Authoritarian Cultures
Features centralized decision making at senior levels. Doesn’t reward employee innovation. Does reward following orders. Employees viewed as workers, not as people. Closed/resistant to change.
Employee Communications: Participative Cultures
Value teamwork and welcomes input. Empower employee decision making. Encourage new ideas/innovation. Workers feel more valued. Open to change and ideas from inside and outside the organization.
Communication Channels That Employees Prefer to be Addressed by:
Immediate Supervisor Small Group Meetings Top Executives Annual Report Employee handbook/collateral Orientation Regular employee communication/newsletter Bulletin Boards Upward Communication Programs Mass Meetings AV Programs Unions Grapevine Mass Media
Community Relations
Planned, active and continual participation with and within a community.
Community Relations Goal
Maintain and enhance organization’s environment to the benefit of the organization and community over time. Good citizen activities. Becoming part of the “fabric of the community”.
Business and Social Responsibility
Companies should build their reputation. Companies’ social responsibility is to increase profits and provide jobs.
Businesses must care because…
They operate in accordance with laws, ordinances and zoning and mores. Organizations must seek approval to open, expand and continue to operate. Improve the quality of life for employees and customers.
“Good Citizen”
Organizations are recognized as good community citizens when they support programs that improve the quality of life in their community.
Community Relations Objectives
Inform the community about the organization
Assist local economy
Build support for organization endeavors
Build your trust bank for when you need it
Especially in regards to expanding, building or changing
Improve community life
Especially in regard to safety, quality of life
Solve problems
Community Relations Participate by…
Owning or Participating Official or Organic Here and There Employees Culture Fit Sharing Facilities/Expertise or Tutoring Activating Others
Corporate Social Responsibility (CSR)
Extends “good neighbor” policy to societal issues.
Community Activism
Trend of neighbors being more concerned about corporate initiatives and taking action.
Government Relations: Public Affairs
Corporate PR practice that addresses the public policy and publics that affect policy.
Government Relations: Governmental PR
Internal and external communication distributed by a government communicators/public affairs officers or press secretaries.
Government PR Practitioners are called:
Public Affairs Officers Public Information Officers Government Program Analyst External Communications Press Secretaries
Current White House Press Secretary
Josh Earnest
He is the spokesperson for US Obama administration. Regular press briefings on presidential policies, actions and statements.
Public Affairs
Euphemisms for PR sping from 1913 Gillett Amendment. Publicity is OK if approved. Stigma attached to “PR” because of the perception that PR is propaganda. Renamed “public affairs”, “public information”.
Lobbying
Principal tool of business in communicating with government officials. The effort to influence government decisions, particularly on legislation by registered agents who serve special interest groups. They are hired to influence lawmakers. They spend 20% of the time on influencing under the Honest Government and Open Leadership Act of 2007. Officially, lobbyists must be registered and must disclose lobbying activities so you know who is trying to shape legislation/regulation.
Top Lobbying Industries
Pharmaceuticals
Insurance
Energy: Oil and gas and electric utilities
Computer/Internet
Top Organizations
AARP American-Israel Committee NFIB NRA AFL-CIO
Grassroots Lobbying
Mobilizing individuals to contact their legislators on particular issues. Major focus on public affairs. They use websites, new and social media, mailings, direct mail, phone calls, word of mouth to ask constituents to contact regulators/legislators.
Coalition Building
Other organizations impacted and willing to side together.
Astroturfing
Political, advertising or PR campaigns that are designed to mask the sponsors of the message. Gives the appearance of grassroots. Intended to give statements that credibility of an independent entity, by withholding information about the source’s financial connection. Efforts are funded by corporate or special interest seed funds.
Corporate PR
Tasked with helping present the best possible image of an organization.
Corporate PR Responsibilities
Reputation
Crisis Management
Executive Communications
Corporate and Investor Priorities
Quarterly/Annual Earnings Reports
Earnings Releases and Communications
Other required disclosure, frequently in regards to mergers, sales of units, stock purchase plans and senior executive actions.
Nonprofit
An NPO focuses on fulfilling a mission rather than on making a profit. Have no owners or shareholders. Funds generated by the NPO will not go to benefit owners. Doesn’t mean the NPO can’t or doesn’t make profit. Tax exempt.
Structure of NPO’s
Controlling Members or Boards of Directors
Paid Staff (excluding management)
Volunteers (including execs)
NPO PR Goals and Objectives
Focus on developing awareness of organization’s purpose and activities, raising awareness of cause/problem, enticing use of organization’s services, raising funds, recruiting members, donors and volunteers.
Success Factors in NPO PR
Focused Mission Strong Internal PR Unified External PR Active Board Members/Volunteers Simple Messages
Health Care Industry PR
Mission-driven. Works hand-in-hand with marketing. Promotes experts and innovation. Health Care can be eithe for profit or not-for-profit.
Social Marketing
The application of commercial marketing techniques, to influence a key target audience and voluntarily change behavior for the good of society. For social causes and not-for-profits.
6 P’s of Social Marketing
Price Product Place Promotion Partners Policy
PR Challenges for 21st Century
New Avenues of Communication
Evolving Global Organizations and Issues
Changing Organizational Structures
Need for Effective Issue and Crisis Strategies
Crisis
The disruption in an organization’s functions, often operations, which bring scrutiny and may significantly impact its financial stability and future prospects.
Crisis PR
Involves 20/20 hindsight, escalating intensity, media scrutiny, interferes with normal operations, jeopardizes positive image and damages the bottom line.
Risk is characterized by…
Uncertainty and Probability
Uncertainty
Where we are forced to calculate the likely outcome of our activities based on the available information.
Probability
Probabilistic assessment of what can go wrong, and with what kind of impact and magnitude.
Risk communication concerns…
exchaning information with audiences about the nature, magnitude, significance, or control of a risk.
Crisis communication concerns…
Communicating to manage the outcome, impact, and perception of a crisis.
Crises 4 Categories
Act of God Mechanical Error Human Error Management Decision/Indecision Criminal Acts
Sudden Crises
Unexpected like explosion, crash or natural disasters.
Simmering
Issue or problem that boils over; unresolved issue or problem.
How Crises Develop
61% Crises Develop Over Time
39% Are Sudden Events
Who’s Responsible for Crises
49% Corporate Management
33% Employees
18% Outside Forces
Crisis Communication Phases: Pre-Crisis = Preparedness
Signal dectection, prevention and crisis preparation.
Crisis Communication Phases: Crisis = Response
Crisis recognition and unfolding drama; blame and communicating progress.
Crisis Communication Phases: Post-Crisis = Recovery
Organizational learning, follow-up communication, continual monitoring and improvements in sales and reputation.
Crisis Plan
1) Have a crisis management plan, and update it at least annually.
2) Have a designate crisis management team that is properly trained.
3) Conduct exercise at least annually to test the crisis management plan and team.
4) Pre-draft select crisis management message sand channels for likely scenarios.
The first 24 hours of a crisis are…
Critical
Social Media: How long before shit hits the fan?
Twitter = Minutes - 2 Hours
Facebook = Up to 12 Hours
Blogs = About 24 Hours
News Media = Minutes to 1 24 Hours News Cycle
PR expected to grow by…
12% through 2022
Career Builder says…
13 ranked job for 2013
US News Best Jobs of 2015
#1 Creative #75 Best Careers
PR Trends from Cision
1) Decline of traditional news media accelerates.
2) More emphasis on measurement.
3) More visual storytelling
4) Shift to mobile continues
5) More content creation
6) Strong writing
7) Talent race is tougher
8) Actions speak louder
Media Catching
Journalists sending queries over PR Newswire and HARO asking for PR people to help them with the stories they are developing.
Newsjacking
Linking your organization/client to a breaking news story.
Media/Social/Policy Agendas
Relates to Agenda Setting Theory and the practice of media relatins. We discussed several times in class as related to News Reports.
Case Review: Anthrax
In October 2001, letters sent through mail to reporters and Congressional leaders. 11 people were sickened with Anthrax. There is 90% mortality rate based on last outbreaks. There is little information on anthrax, treatment or spread. Equivocal responses by federal government. Hansen text suggested concerted efforts to gain information and reach a consensus. No one expected Anthrax “leaking” from envelopes would sicken postal workers. Postal worker got sick.
1st Cases of Anthrax
Found in media and at congressional offices, Cipro, a wide-spectrum antibiotic, given to Capitol workers to prevent onset of Anthrax.
What should we do?
Limit number of letters and must have direct contact to contract disease.
Anthrax Response
Contacted the CDC and animal specialists.
Concocted a cocktail of drugs.
KP and Inova Fairfax Hospital worked with the postal service, state and national health departments, and physician and hospital networks.
Press conferences
(Then two other people went to the hospital)
PR Role
Emergency Manual
Press Statements
Press Interviews
Prepared Congressional Testimony
Anthrax Response
Arm doctors, Kaiser Permanente
Concerned companies and organizations
Worked with media to spread work and allay fears
60% of patients were treated and survived
Chilean Miners
33 Miners were trapped for 68 days in a mine before they were saved. NY Times article about the rescue.
PR Roles With Chilean Miners
The President greeted every miner, boosting his image as a problem solver. Boosted Chilean business abroad and increased tourism at home. Boosted Chilean wine sales (celebrating the rescue). Featured Oakley sunglasses which were donated to protect miners’ eyes (worth $41 million in advertising). Showcased NASA expertise. Health care experts in the US and Chile were showcased. Vacation was offered to miners for the publicity value.
FedEx ‘Flight of the Penguins’
When Hurricane Katrina hit, FedEx leapt to the rescue providing free logistical support to Red Cross and FEMA as well as contributing free shipping services for months. Government agencies and media applauded them. But, only 39% of consumers had positive perceptions about FedEx when it came to “supporting good causes”. FedEx needed to tell its social responsibility story in a more compelling way.
FedEx Opportunity
Reopening of the New Orleans’ Audubon Aquarium of the Americas. They wanted its star penguins for re-opening. They needed help transporting 19 penguins and 2 sea otters back from their temporary California home. The aquarium was a major state tourist attraction.
FedEx Research
39% of people positively associated FedEx with “good deeds”.
36% of people didn’t know.
FedEx transported pandas to Washington D.C. with fanfare.
Popular media focuses on the plight of animals.
Most of the Aquariums fish had died.
The concept of “homecoming” had not been claimed in a major way in New Orleans.
FedEx Objectives
1) Secure traditional and new media coverage in the 20 target FedEx local markets.
2) Increase awareness among consumers of the FedEx community responsibility and Gulf Coast recovery efforts.
3) Improve consumer perception of FedEx as socially responsible “supporter of good causes,” in Harris Interactive Reputation Quotient Survey.
FedEx Publics
Consumers: Men and women aged 18-54 with an emphasis on 20 FedEx local markets.
New Orleans Community Influencers
FedEx Strategies
Turn Flight of the Penguins into a symbol of New Orleans’s recovery.
Focus on airport departure and arrival to highlight the association with FedEx.
FedEx Implementation
Create 3 distinct, localized and visual media opportunities over the 20 hour journey: takeoff, landing and arrival
FedEx Evaluation
1) They secured traditional and news media coverage.
2) They increased awareness of good deeds.
3) They improved the ratings on Harris Poll.
Haagen Dazs and Honey Bees Case: Problem
They’re being “stung” by lack of relevance with consumers. Stagnating sales. 40% of HD’s ingredients were threatened by the honey bee disappearance.
HD Research
Primary: Focus groups asking what do consumers feel about HD’s possible role in the honey bee cause. They turned out positive, the brand truly cares, not just about sales.
Secondary: Academic research plus media audits plus trade publications. Honey bees are essential to the U.S. food supply. No major food brand had adopted the honey bee issue. Take advantage of this to own the cause.
HD Planning: Goal
To re-ignite consumer passion while maintaining HD’s philosophy.
HD Planning: Objectives
1) Drive sales of HD’s new flavor and products carrying the honey bee “cause” symbol.
2) Increase 2008 revenue growth by 1% over 2007.
3) Increase consumer media impressions on the HD brand by 25% over 2007.
3) Convince consumers to help HD plant one million bee-friendly flower seeds.
4) Drive unique visitors to helpthehoneybees.com while maintaining industry average of five page views per visit.
HD Publics
Primary: Consumers. Aged 18-24 years old, internet users, likely to spread awareness through word-of-mouth; and people aged 35-54, most with children, male/female balance, highly educated, affluent urban and suburban living, active.
Moderating: Advisory Board Members, Beekeepers. Serve as spokespeople.
Intervening: Media
HD Planning: Strategies
1) Give consumers a compelling way to engage more genuinely and frequently with the brand.
2) Leverage first-mover advantage and become first national consumer brand to support the honey bee issue.
3) Strategically use the brand name to raise awareness and underscore the brand’s all natural philosophy.
HD Implementation
Donations
Flavor Launches
Million Seed Challenge
Ice Cream Social on Capitol Hill
HD Results
Sales increased 5.2% in April, sustaining a growth rate of 4% in July.
Garnered 277 million media impressions (exceeded the goal by 20%).
Surpassed goal of distributing and planting one million bee-friendly flowers by 200,000 seeds.
Drove 469,798 unique visitors in year one to helpthehoneybees.com (76% above industry average).
HD Conclusion
HD conducted a creative, well-executed program. Adhered to the classic RPIE standards and clearly tied the problem, the brand, and the target publics together.
HD Keys to Success
1) They chose a cause that was relevant to their brand.
2) HD used an integrated, 360 degree approach.
3) HD explicitly stated evaluation metrics in each objective.
Nike Brand Mission
To bring innovation and inspiration to every athlete in the world.
**If you have a body, you’re an athlete.
Significance: It speaks of a corporate culture recognizing the importance of reaching out and being inclusive.
Old Nike
Business model had problems. High-profile brand. Aggressive marketer. Highly visible partnerships. Billionaire CEO. Real issues. In 1988 sub-standard working conditions were reported.
Nike’s 1st Problem
In 1988 sub-standard working conditions were reported.
Nike’s Initial Response
We ‘contract’ but don’t ‘control’ our factories. Nike was targeted because it could afford cost of improvement and because of its industry leadership position. Nike announces Code of Conduct for Contract Factoriess. Nike hires Ernst & Young to audit plants.
In 1997
There was a leaked memo to Corporate Watch that spurred more stories and protests.
Nike’s 2nd Response
Asks Andrew Young (former UN ambassador and civil rights leader) to review factory conditions. He says there is “no widespread abuse in Nike factories”.
In 1998
Lawsuit file in California, Nike vs. Kaski. Claims Nike made misleading statements in Young Report. Lower courts rule against Nike. Commercial speech is threatened.
Nike’s 3rd Response
Announces New Labor Initiative that takes some responsibility for working conditions in contracted plants and promises to do better.
In 2003
The case goes to the Supreme Court. The case is sent back down. Nike settles and donates $1.5 million for inspection of factories to independent organizations.
In 2004
Favorable Business Week, NY Times and Activist Website stories. Nike launches corporate social responsibility programming. “No finish line for improvements”.
Nike’s Actions
Mostly deflecting, compromising then collaborating.
Nike Now
Improved overall reputation.
Contingency Factors Internal Variables: Organization Characteristics
Open of Closed Culture
Dispersed widely geographically or centralized
Level of tech the organiation uses to produce its product or service
Homogeneity or heterogeneity of official involved
Ag of organization
Speed of growth in knowledge
Economic stability
Contingency Factors Internal Variables: PR Department Characteristics
# of practitioners total number of college degrees type of past training: trained in PR or ex-journalists, marketing, etc. location of PR department in hierarchy: independent or under marketing umbrella/experiencing encroachment of marketing/persuasive mentality
Contingency Factors Internal Variables: Relationship Characteristics
Level of trust between organization and external public.
dependency of parties involved
ideological barriers between organization and publics.
Contingency Factors External Variables: Threats
Litigation Government regulation Potentially damaging publicity Scarring of company's reputation in business community and general public Legitimizing activists’ clain1s
Contingency Factors External Variables: Industry Environment
Changing (dynamic) or static
Number of competitors/level of competition
Richness or leanness of resources in the environment
Contingency Factors External Variables: General Political/Social Environment/External Culture
Degree of political support of business
Degree of social support of business
Contingency Factors External Variables: The External Public
Size and/or number of members
Degree of source credibility/powerful men1bers or connections
Past successes or failures of groups to evoke change
Amount of advocacy practiced by the organization
Level of commitment/involvement of members
Whether the group has public relations counselors or not
Public’s perception of group: reasonable or radical
Level of media coverage the public has received in past
Whether representatives of the public know or like representatives of the organization
Whether representatives of the organization know or like representatives from the public
Public’s willingness to dilute its cause/request/claim
Moves and countermoves
Relative power of organization
Relative power of public
Contingency Factors External Variables: Issue Under Question
Size
Stake
Complexity
Odwalla Juice
Founded by 3 musicians and headquartered in Santa Cruz, California
Proud of “Zen-like philosophy” and “soil to soul” process
Considered socially responsible company passionate about producing the healthiest juice on the market.
Award winners:
-Outstanding Corporate Environmentalism from Business Ethics magazine, 1995
Employer of Year from Inc. magazine, 1996
Odwalla Crisis
All-natural juice company went through e-coli crisis in 1996. Sales dropped 90% in one month.
Odwalla Risk
Several cases of e-coli and one death were linked to Odwalla fresh apple juice.
16-month old child died after drinking juice
60 people hospitalized
Odwalla’s Actions
Odwalla CEO, Stephen Williamson, called for
complete recall of all Odwalla products containing apple and carrot juice,
carried out in under 48 hours.
Odwalla’s Cause
Natural production process contained some risks
Used an “acid rinse” that was 92% effective in killing contaminants
Company’s internal Quality Assurance had warned about possibilities
FDA levied $1.5 million fine
Odwalla’s Change
Odwalla immediately changed the way they made their juice.
Adopted “flash pasteurization“ to ensure e-coli bacteria would be destroyed.
Demonstrated responsible management action: Odwalla CEO explained,
“We had no crisis-management procedure in place, so I followed our vision statement and our core values of honesty, integrity, and sustainability. Our number-one concern was for the safety and well-being of people who drink our juices.”
This mission statement guided their action to manage the crisis and proved to work well for the company.”
Odwalla’s Consistent Message
Consistent message:
The company took full responsibility:
offered their sympathy and regret to all of those who were effected.
offered to pay for all of the medical bills of anyone who got sick from the product.
worked quickly to remove the risk and then change things so that it wouldn’t happen again.
developed one of the most comprehensive quality control and safety systems in the fresh juice industry.
Odwalla Communicaitons Included
media strategy including Daily statements to the press
Internal conference calls where managers were informed of updates,
Web site to disseminate information.
Odwalla Results
Sales plummeted after the outbreak in 1996;
However, the work done to fix the crisis and to create a good message about the company worked, and
Sales began to rise pretty quickly after the crisis
Recovered within 2 years.
Purchased by Coca-Cola in 2001
Toyota Case
The 911 call came at 6:35 p.m. on Aug. 28 from a car that was speeding out of control on Highway 125 near San Diego.
The caller, a male voice, was panic-stricken: “We’re in a Lexus … we’re going north on 125 and our accelerator is stuck … we’re in trouble … there’s no brakes … we’re approaching the intersection … hold on … hold on and pray … pray …”
The call ended with the sound of a crash.
34 Deaths
Multiple Recalls
Media Feeding Frenzy
Protectionist Sentiment
Japanese Business Culture
A Perfect Storm
Toyota in Crisis
Multiple Investigations 84 Class Actions Suits 16% Sales Decline $21 Billion lost in market cap $2 billion in total costs; $16.4 million fine
What did they do right?
Took responsibility Apologized Took action Rallied allies Used social media more effectively Retained counsel Showed confidence
Toyota Today
Toyota recouped
NASA tests confirmed no throttle issues
Consumer Reports “recommended”
2012 Japanese earthquake disrupted plants and production for a time
Toyota Tops:
Top-selling automaker in the world, with a 13.3% increase over 2014. Honda & Hyundai eclipsed for a few years
Camry is best-selling model
Lexus and Toyota top-ranked for reliability
Hybrid models are leaders
Electric fuel cell vehicle introduced
