Final Exam Flashcards
(213 cards)
1
Q
RPIE
A
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.
2
Q
RPIE: Research
A
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.
3
Q
Preliminary/Background Research
A
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’.
4
Q
Formal Research
A
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
5
Q
Informal Research
A
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
6
Q
Primary Research
A
Research that you collected or commissioned 1st hand. Time-intensive. Cost-intensive. Reliable. Example: Focus Groups Interviews Advisory Boards Communication/PR Audits Complaint Reviews
7
Q
Secondary Research
A
Research that is already collected/available by someone else. Examples: Data Banks Nationally Commissioned Research Library Articles Census/Government Reports News Articles/Reports
8
Q
Quantitative
A
Research that can be reduced to a number.
Examples:
Surveys
Content Analysis
9
Q
Qualitative
A
Research that can’t be reduced to a number.
Examples:
Focus Groups
Environmental Scans
10
Q
Informal Research: Environmental Scanning/Monitoring
A
Organizations systematically exploring and interpreting the environment.
Examples:
Google Alerts
Blog/Clip Reviews
11
Q
Informal Research: Focus Groups
A
8-12 people who share demographic characteristics. Open-ended questions and interactions. Provide a depth of feeling.
12
Q
Informal Research: Databases
A
Nexis-Lexis
Factiva
Cision
Vocus
13
Q
Informal Research: Special Committees
A
Advisory Boards
Blue Ribbon Panels
14
Q
Planning: Goals
A
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.
15
Q
Planning: Objectives
A
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.
16
Q
SMART Objectives are…
A
Specific Measurable Attainable Relevant and Time-Specific
17
Q
Outcome Objectives
A
Achieves change in public’s awareness, attitudes or actions. Prove that the campaign moved the needle of public opinion, motivated behavioral change.
18
Q
Process Objectives
A
Serve to ‘inform’ and ‘educate’.
19
Q
Output Objectives
A
Measure your outreach efforts and activities (e.g. number of contacts or news releases). Help you monitor your work.
20
Q
Planning: Strategies
A
Serve as a road map or approach to reach objectives (e.g. enlist so-and-so to accelerate).
21
Q
Proactive Strategies
A
Take the initiative.
22
Q
Reactive Strategies
A
Respond to an issue/competition.
23
Q
Planning: Tactics
A
Serve as specific elements of a strategy or specific tools (e.g. meetings, publications, tie-ins, news releases)
24
Q
Types of Plans: Tactical
A
Short-range, more day-to-day. Might involve products/services or employee recognition.
25
Types of Plans: Strategic
Long-Range. Involves major organizational goals.
26
Types of Plans: Standing
Standardized. For use in specific situations: employee anniversaries, annual conference, campus convocation. Commonly used for emergencies.
27
Types of Plans: Single-Use
Developed for one situation. Product introduction, milestone or recover reputation.
28
RPIE: Implementation
The execution of a plan.
29
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.
30
Primary Publics
Stakeholders you need to affect for the program. Other publics you need to affect for the program.
31
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.
32
Secondary Publics
Stakeholders somewhat affected. Others who may be impacted, but not it way that affects organization as much.
33
Stakeholders
People who perceive themselves as interested/affected that can in turn affect the organization.
34
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.
35
Communication Tactics
Tools and technique to reach publics
36
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
37
Summative Evaluations
Indicate outcomes of a plan (i.e. how did our campaign do?).
38
Formative Evaluations
Indicate progress made during implementation (i.e. how are we doing?).
39
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).
40
Situational Crisis Communication Theory (SCCT)
Explains how to select crisis response strategies to mitigate attribution.
41
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)
42
2 Step Process for Assessing Crises: 2) Identify Crisis Intensifiers
Organizational Reputation
Crisis History
Relationship History
Crisis Severity
43
Crisis Type: Victim Crisis
```
Natural Disasters
Rumors
Workplace Violence
Product Tampering/Malevolence
(Minimal Crisis Responsibility)
```
44
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)
45
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)
46
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.
47
3 Response Postures: Diminish Posture
When moderate concern for victim and moderate responsibility acceptance are involved. Use excuses and justifications.
48
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.
49
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.
50
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)
51
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
52
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)
53
Grunig's 4 Models
Press Agentry
Public Information
2-Way Asymmetric
2-Way Symmetric
54
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.
55
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.
56
Excellence Principles: Technician
The first, the technician is someone who IMPLEMENTS. This person writes, edits, pitches.
57
Excellence Principles: Manager Role as Communication Facilitator
A boundary spanner between publics and organizations.
58
Excellence Principles: Manager Role as Problem Solver
A PR pro who partners with senior management and the dominant coalition on crises and issues.
59
Excellence Principles: Manager Role as Expert Prescriber
Operates as a consultant/advisor suggesting options.
60
Budgets Increasing...
40% of public company respondents expected their PR/Communication budgets to increase for 2014 over 2013.
61
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.
62
5 Most Used Channels
```
#1 Content Spread by Social Media
#2 Twitter Growing
#3 On-line Videos
#4 Facebook
#5 Print Newspapers
```
63
Emerging Channels
```
Editorial Websites
Multimedia Content for Mobile Devices
Instagram
Crowd Sourcing
Pinterest
Vine
```
64
Products and Services Segmentation
```
Corporate Media Relations
Product Media Relations
Other
Public Affairs and Community Relations
Special Events
Investor Relations
```
65
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.
66
4 Primary Media Roles
Provide Information
Sell Entertainment
Public "Watchdogs"
Make a Profit
67
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
68
The Media: Newswires
```
AP, Reuters and Bloomberg. Feeds news to broadcast, print and blogs.
PR Newswires:
Business Wire
Vocus
PR Newswire
US Wire
```
69
The Media: Magazines
22,000 Mainstream Mags
70
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
```
71
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
```
72
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
```
73
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
```
74
News and Digital Circulation
More print than digital.
75
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
```
76
Older Model for PR and Reporters
Pitching Stories
| Agenda-Setting/Agenda Building
77
Newer Model for PR and Reporters
"Media Catching" and "News Jacking"
78
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.
79
As of January 2014...
74% of online Americans use social networking sites.
80
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)
```
81
Digital Natives
Grew up with the internet and instant information. Under 35. Generation Y --- Born 1975 - 1994.
82
Digital Immigrants
Grew up with gatekeepers and news aggregators. Had to learn the internet. Over 35 i.e. born before 1975.
83
Digital Omnivores
Consumer across several channels and touch points throughout the day.
84
What makes media social?
```
Real-Time
Community
Personal
Interactive
Measurable
```
85
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".
86
Top Social Platforms
```
Pinterest
Twitter
Facebook
Instagram
Google+
Linkedin
```
87
Top Blogs - Technorati
```
Huffington Post
BuzzFeed
The Verge
Mashable!
Business Insider
Gawker
Deadspin
TechCrunch
Gizmodo
Ars Technica
TMZ.com
```
88
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.
89
Consumer PR
1/4 of PR campaigns involve working with or under marketing. Integrated marketing. PR, marketing, ad and disciplines work together as equals.
90
Consumer PR P's of Marketing
```
Price
Product
Place
Promotion
ALSO:
Complement Advertising
Re-inforce messaging with more depth
```
91
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
92
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
```
93
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.
94
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.
95
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.
96
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.
97
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.
98
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
```
99
Community Relations
Planned, active and continual participation with and within a community.
100
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".
101
Business and Social Responsibility
Companies should build their reputation. Companies' social responsibility is to increase profits and provide jobs.
102
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.
103
"Good Citizen"
Organizations are recognized as good community citizens when they support programs that improve the quality of life in their community.
104
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
105
Community Relations Participate by...
```
Owning or Participating
Official or Organic
Here and There Employees
Culture Fit
Sharing Facilities/Expertise or Tutoring
Activating Others
```
106
Corporate Social Responsibility (CSR)
Extends "good neighbor" policy to societal issues.
107
Community Activism
Trend of neighbors being more concerned about corporate initiatives and taking action.
108
Government Relations: Public Affairs
Corporate PR practice that addresses the public policy and publics that affect policy.
109
Government Relations: Governmental PR
Internal and external communication distributed by a government communicators/public affairs officers or press secretaries.
110
Government PR Practitioners are called:
```
Public Affairs Officers
Public Information Officers
Government Program Analyst
External Communications
Press Secretaries
```
111
Current White House Press Secretary
Josh Earnest
He is the spokesperson for US Obama administration. Regular press briefings on presidential policies, actions and statements.
112
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".
113
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.
114
Top Lobbying Industries
Pharmaceuticals
Insurance
Energy: Oil and gas and electric utilities
Computer/Internet
115
Top Organizations
```
AARP
American-Israel Committee
NFIB
NRA
AFL-CIO
```
116
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.
117
Coalition Building
Other organizations impacted and willing to side together.
118
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.
119
Corporate PR
Tasked with helping present the best possible image of an organization.
120
Corporate PR Responsibilities
Reputation
Crisis Management
Executive Communications
121
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.
122
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.
123
Structure of NPO's
Controlling Members or Boards of Directors
Paid Staff (excluding management)
Volunteers (including execs)
124
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.
125
Success Factors in NPO PR
```
Focused Mission
Strong Internal PR
Unified External PR
Active Board Members/Volunteers
Simple Messages
```
126
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.
127
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.
128
6 P's of Social Marketing
```
Price
Product
Place
Promotion
Partners
Policy
```
129
PR Challenges for 21st Century
New Avenues of Communication
Evolving Global Organizations and Issues
Changing Organizational Structures
Need for Effective Issue and Crisis Strategies
130
Crisis
The disruption in an organization's functions, often operations, which bring scrutiny and may significantly impact its financial stability and future prospects.
131
Crisis PR
Involves 20/20 hindsight, escalating intensity, media scrutiny, interferes with normal operations, jeopardizes positive image and damages the bottom line.
132
Risk is characterized by...
Uncertainty and Probability
133
Uncertainty
Where we are forced to calculate the likely outcome of our activities based on the available information.
134
Probability
Probabilistic assessment of what can go wrong, and with what kind of impact and magnitude.
135
Risk communication concerns...
exchaning information with audiences about the nature, magnitude, significance, or control of a risk.
136
Crisis communication concerns...
Communicating to manage the outcome, impact, and perception of a crisis.
137
Crises 4 Categories
```
Act of God
Mechanical Error
Human Error
Management Decision/Indecision
Criminal Acts
```
138
Sudden Crises
Unexpected like explosion, crash or natural disasters.
139
Simmering
Issue or problem that boils over; unresolved issue or problem.
140
How Crises Develop
61% Crises Develop Over Time
| 39% Are Sudden Events
141
Who's Responsible for Crises
49% Corporate Management
33% Employees
18% Outside Forces
142
Crisis Communication Phases: Pre-Crisis = Preparedness
Signal dectection, prevention and crisis preparation.
143
Crisis Communication Phases: Crisis = Response
Crisis recognition and unfolding drama; blame and communicating progress.
144
Crisis Communication Phases: Post-Crisis = Recovery
Organizational learning, follow-up communication, continual monitoring and improvements in sales and reputation.
145
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.
146
The first 24 hours of a crisis are...
Critical
147
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
148
PR expected to grow by...
12% through 2022
149
Career Builder says...
#13 ranked job for 2013
150
US News Best Jobs of 2015
```
#1 Creative
#75 Best Careers
```
151
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
152
Media Catching
Journalists sending queries over PR Newswire and HARO asking for PR people to help them with the stories they are developing.
153
Newsjacking
Linking your organization/client to a breaking news story.
154
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.
155
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.
156
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.
157
What should we do?
Limit number of letters and must have direct contact to contract disease.
158
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)
159
PR Role
Emergency Manual
Press Statements
Press Interviews
Prepared Congressional Testimony
160
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
161
Chilean Miners
33 Miners were trapped for 68 days in a mine before they were saved. NY Times article about the rescue.
162
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.
163
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.
164
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.
165
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.
166
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.
167
FedEx Publics
Consumers: Men and women aged 18-54 with an emphasis on 20 FedEx local markets.
New Orleans Community Influencers
168
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.
169
FedEx Implementation
Create 3 distinct, localized and visual media opportunities over the 20 hour journey: takeoff, landing and arrival
170
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.
171
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.
172
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.
173
HD Planning: Goal
To re-ignite consumer passion while maintaining HD's philosophy.
174
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.
175
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
176
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.
177
HD Implementation
Donations
Flavor Launches
Million Seed Challenge
Ice Cream Social on Capitol Hill
178
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).
179
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.
180
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.
181
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.
182
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.
```
183
Nike's 1st Problem
In 1988 sub-standard working conditions were reported.
184
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.
185
In 1997
There was a leaked memo to Corporate Watch that spurred more stories and protests.
186
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".
187
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.
188
Nike's 3rd Response
Announces New Labor Initiative that takes some responsibility for working conditions in contracted plants and promises to do better.
189
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.
190
In 2004
Favorable Business Week, NY Times and Activist Website stories. Nike launches corporate social responsibility programming. "No finish line for improvements".
191
Nike's Actions
Mostly deflecting, compromising then collaborating.
192
Nike Now
Improved overall reputation.
193
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
194
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
```
195
Contingency Factors Internal Variables: Relationship Characteristics
Level of trust between organization and external public.
dependency of parties involved
ideological barriers between organization and publics.
196
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
```
197
Contingency Factors External Variables: Industry Environment
Changing (dynamic) or static
Number of competitors/level of competition
Richness or leanness of resources in the environment
198
Contingency Factors External Variables: General Political/Social Environment/External Culture
Degree of political support of business
| Degree of social support of business
199
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
200
Contingency Factors External Variables: Issue Under Question
Size
Stake
Complexity
201
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
202
Odwalla Crisis
All-natural juice company went through e-coli crisis in 1996. Sales dropped 90% in one month.
203
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
204
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.
205
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
206
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.”
207
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.
208
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.
209
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
210
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
211
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
```
212
What did they do right?
```
Took responsibility
Apologized
Took action
Rallied allies
Used social media more effectively
Retained counsel
Showed confidence
```
213
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
