public relations - web.sgh.waw.plweb.sgh.waw.pl/~rmrowka/prslajdy.pdf · public relations is a...

© dr hab. prof. SGH Rafał Mrówka – [email protected]

Public Relations

Rafał Mrówka, Ph.D.

Associate Professor, Management Theory Department, SGH Warsaw School of Economics

Director of MBA-SGH Program

Director of Postgraduates Studies in Public Relations and Strategic Commmunication in Companies

[email protected]

http://web.sgh.waw.pl/~rmrowka/PR.html

mailto:[email protected]

http://web.sgh.waw.pl/~rmrowka/PR.html


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Schedule

1. Introduction to PR. What is PR? – 25.02.2020

2. Introduction to PR (cont.) – 03.03.2020

3. PR Trends – 10.03.2020

4. PR Trends (cont.) – 17.03.2020

5. Formulation of the PR strategy (1) – 24.03.2020

6. Formulation of the PR strategy (2) – 31.03.2020

7. Internal PR – 07.04.2020

8. PR campaigns – case studies – 21.04.2020

9. Events – 28.04.2020

10. Ethics, CSR and CSV– 05.05.2020

11. Media relations - key principles, press release, press conferences, radio and television speeches –12.05.2020

12. Crisis communication – 19.05.2020

13. ePR - 26.05.2020

14. Presentations of student’s campaigns – 02.06.2020

15. Summing up and exam – 09.06.2020


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Class requirements

▪ Group presentation of a case study – 10%

▪ presentation of a concrete real, existing strategy or campaign – max 25. minutes

▪ Group presentation of your innovative advertising campaign – 10%

▪ Group of max. 3 people

▪ Concrete innovative product or service – created by you

▪ International environment

▪ Max. 5 minut of presenation of campaingns assumptions

▪ Short video to present in social media – max. 3 minutes

▪ Exam – 50%

▪ Class attendance – 30%


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The scale

>= 51 – 3,0

>= 63 – 3,5

>= 73 – 4,0

>= 83 – 4,5

>= 93 – 5,0


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What do you choose?

…or? …


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Why the image should be created?

iPhone?

To buy …

…or? …

A phone…


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Consequences …


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What affects the image of the organization?


Public relations

a tool for shaping the image of an

organization


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Public Relations is a management function, of a continuingand planned character, through which public and privateorganizations and institutions seek to win and retain theunderstanding, sympathy, and support of those withwhom they are or may be concerned – by evaluatingpublic opinion about themselves, in order to correlate, asfar as possible, their own policies and procedures, toachieve by planned and widespread information moreproductive co-operation and more efficient fulfillment oftheir common interest.

Definition of International Public Relations Association (IPRA)

Definition of Public Relations


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Public Relations is a management function, of a continuing

and planned character, through which public and privateorganizations and institutions seek to win and retain theunderstanding, sympathy, and support of those withwhom they are or may be concerned – by evaluatingpublic opinion about themselves, in order to correlate, asfar as possible, their own policies and procedures, toachieve by planned and widespread information moreproductive co-operation and more efficient fulfillment oftheir common interest.




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What is …?


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Social communication

▪ opinion polls

▪ tailor your message to the needs of stakeholders

▪ effective choice of communication channels

▪ monitoring the effects of communication and correction of themessage

the process of continuous communication with

the public in order to create support for the

organization, its leaders, its operations, including:


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Alternative approaches?


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How fast can you destroy the reputation?


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How fast can you destroy the reputation? (2)

We also do cut-glass sherry decanters completewith six glasses on a silver-plated tray thatyour butler can serve you drinks on, all for£4.95. People say, "How can you sell this forsuch a low price?", I say, "because it's totalcrap."

Gerald Ratner, CEO of British jewellerycompany Ratners Group

The effect: The value of the Ratner groupplummeted by around £500 million,which very nearly resulted in the firm'scollapse.

A speech addressing a conference of the Institute of Directors at the Royal Albert Hall on 23 April 1991:


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Communication strategy

Analysis

of the

situation

Business

strategy

Marketing

strategy

Strategy to

the

community

Thematic

campaign

General

communication

campaign

Product/market

campaign

Integration through

the coordination of

messages and media

strategy

Image of the

organization


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Forms of PR – examples (1)

▪ Press:▪ Spokesman activities,

▪ press releases (eg. of signed contracts, major events, organizational changes)

▪ interview with the CEO,

▪ report about the company's cooperation with research institutes, eg. in the field ofenvironmental protection,

▪ press releases (response to criticism)

▪ convening press conferences.

▪ TV:▪ report on preparations for the launch of the new production and the opening of a new

branch,

▪ videos about the history of the company or its activities.

▪ Radio:▪ report from the lab,

▪ program about the successes of export,

▪ interview with an expert - an employee of the company, operating in the international commission.


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▪ Publications:▪ leaflets, brochures about the company, its organization, history, production,

▪ corporate calendars, visiting cards,

▪ self-adhesive labels with the logo,

▪ Fairs:▪ exhibition of achievements of the company,

▪ permanent exhibition illustrating the history of the development of thecompany,

▪ information stands at prestigious exhibitions and fairs.

▪ Mailing:▪ sending occasional letters,

▪ sending holiday greetings

▪ sending invitations to corporate events.


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▪ Meetings:▪ symposia, conferences, seminars, eg. on the new technologies of

production,

▪ meeting and maintaining personal contacts with business people, clients,experts,

▪ lobbying,

▪ receptions, dinners, cocktails.

▪ Sightseeing:▪ open days for customers,

▪ Sightseeing of interesting units of the company,

▪ meetings with experts.

▪ Gifts:▪ folders, calendars, commemorative medals, sculptures, paintings


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▪ Charity activities:▪ Money transfers to charity,

▪ Maintaining children's home.

▪ CSR:▪ Environmental protection activities

▪ Recycling

▪ Sponsorship:▪ sport competitions,

▪ sport teams,

▪ cultural events

▪ sponsorship of scientific activity.

▪ e-PR


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A subjective list of new / important trends in PR

1. From normal to cool brands

2. From event communication to total communication (continuous small signals)

3. From traditional media to the community (social media)

4. From one-sided answering to the commitment-engagement-co-creation (crowdsourcing,gamification @)

5. From informing the employees to get involved, engaged

6. From using information agents, brokers, intermediaries to peer-to-peer communication

7. From Information to steered post-true.

8. From journalists to trolls.

9. From large organizations to influential individuals (Klout.com @)

10. From the pulsating contact to continuous mobile presence

11. From the general messages to personalized, customized messages (from bots)

12. From ignorance to full surveillance

13. From the lack of measurement to measure everything

14. From accidental finding to controlled presence (SEO)

15. From the PR of organizations to PR of individuals (LinkedIn)


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4 Step Public Relations Process


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Model of PR: Contexts, Functions and Process

Source: http://www.kevinstrowbridge.com/wp-content/uploads/2012/01/Trowbridge-PR-Model.png, 2017-04-01

http://www.kevinstrowbridge.com/wp-content/uploads/2012/01/Trowbridge-PR-Model.png


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Objectives of preliminary researches

▪ attitudes and opinions of stakeholders on the company,

▪ the results of the comparison organization's image with images ofcompeting organizations,

▪ target groups of public relations communication,

▪ the overall image of the company in its wide environment,

▪ facts and operating results, which can be used as content in publicrelations communication,

▪ communication channels, including the effectiveness of their impact onparticular target groups.

Collect information on:


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Public opinion polls

▪Qualitative research - eg. IDI (Individual InDepth Interview), FGI (Focus GroupInterview)

▪Quantitative research

▪Analysis of the available content(professional media, the internet, reports,white papers)


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Qualitative vs. Quantitative research


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Insight – definition

1. Feedback; ideas about the true nature ofsomething. In business, product testing sessions areused to gather insight from people with differentbackgrounds, experiences and feelings, with theintent of finding out how consumers may respond.

2. Knowledge in the form of perspective,understanding, or deduction.

Source: http://www.businessdictionary.com/definition/insight.html#ixzz44YwCCJ14


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The Organization’s Environment


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PEST Analysis


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Stakeholders’ map


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SWOT Analysis


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Strategy

Strategy building

Our strenght

Competitors’ weekness

Important for target groups


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Communication goals – what for?

▪Short and long term

▪Minimal and maximal


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Target groups – whom?

▪External

▪Internal


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Steps of determining target groups

Abandoning the concept of the public in general

Determining the broad categories of recipients

Decomposition of broad categories into smaller

easier to define

Assigning priorities to groups

Identify opinion leaders


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Communication – what?

▪One message

▪A few issues


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Osmo Wiio’s laws of communication

1. If communication can fail, it will.

2. If a message can be understood in different ways, it will be understood in justthat way which does the most harm.

3. There is always somebody who knows better than you what you meant by yourmessage.

4. The more communication there is, the more difficult it is for communication tosucceed.

5. In mass communication, the important thing is not how things are but howthey seem to be.

6. The importance of a news item is inversely proportional to the square of thedistance.

7. The more important the situation is, the more probably you forget an essentialthing that you remembered a moment ago.

Na podstawie: Black, S., Public Relations, Dom Wydawniczy ABC, Warszawa 1998


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Communication campaign – strategy implementation

Communication campaign aims to bring specific

and desired effects on a relatively large number of

people at a given time as a result of

comprehensive, organized communication

activities.


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1. What are my objectives? What I want to achieve? – Objectives

2. Who should I communicate? – Target Groups

3. What should I communicate? – Messege

4. What do I need to do to achieve the planned objectives? – Activities

5. What priorities do I have to consider? – Priorities

6. How much time will every action required? – Estimated Time

7. When do I execute each step? – Schedule

8. How much time do I have in stock, to afford unexpected events that I can not control? –

Flexibility

9. What kind of crises am I prepared for? – Crisis Management

10. How am I going to evaluate results? – Evaluation

Planning


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Evaluation of Public Relations

▪ Difficulties with the evaluation of PR strategy

▪ long-term effects

▪ the influence of many factors

▪ Examination of results – image research▪ Achieving

▪ Indirect quantitative indicators - controversy▪ Advertising Value Equivalency (AVE) - AVE's would

commonly meaure the size of the coverage gained, itsplacement and calculate what the equivalent amountof space, if paid for as advertising, would cost.

▪ Lessons to be learned


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PII model of evaluation

Source: Cutlip, Center & Broom, 1993


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Pyramid Model of PR Research

Source: Jim Macnamara, PR Metrics: How to Measure Public Relations and Corporate Communication, http://amecorg.com/wp-content/uploads/2011/10/PR-Metrics-Paper.pdf, 2017-04-01

http://amecorg.com/wp-content/uploads/2011/10/PR-Metrics-Paper.pdf


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Media relations


Associate Professor, Management Theory Department, Warsaw School of Economics – SGH

[email protected]

http://web.sgh.waw.pl/~rmrowka


http://akson.sgh.waw.pl/~rmrowka


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Media relationsMain rules

▪ Friendly relations with journalists – contacts

▪ Creation of news

▪ Giving materials and news releases


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News

▪Unexpected action, situation

▪Something that has never been, somethingnew

▪Event expected by the media

▪An event that can not be ignored

▪An event easy to use by journalists


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Press releaseThe inverted pyramid

Titel (short, a few words)

Contact to the author

SenderRecipient (Send

to concrete journalist)


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25 ways to create news (1)

▪ Connect to the event of the day

▪ Collaborate with other organizations on the project

▪ Work with the newspaper or radio on the project

▪ Carry out a poll or opinion poll

▪ Publish report

▪ Create a special event

▪ Have an interview with an outstanding person

▪ Take part in the dispute

▪ Organize the speech of a well-known person

▪ Make interesting analyzes or forecasts

▪ Modify and apply national analysis and forecasts to local conditions

▪ Create and announce the appointment of a committee with well-knowncelebrities


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25 ways to create news (2)

▪ Change the leader

▪ Organize the anniversary of the organization

▪ Announce award

▪ Highlight the institution

▪ Run a contest

▪ Write a letter to a famous person

▪ Publish the answer from a well-known person

▪ Debate on an important topic

▪ Join for a feast or celebration

▪ Organize a trip or a trip for journalists

▪ Make inspection

▪ Organize a protest

▪ Organize the demonstration


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Spokesman

▪ good orientation in activities of your organization or at least the abilityto quickly reach the information you need,

▪ ability to express and speak fluently in spoken and written language,

▪ tact and discretion,

▪ ability to establish contacts and create trust,

▪ ability to work in a team,

▪ acceptance of unnormal working time

▪ sense of humor,

▪ high degree of identification with the company and its management,

▪ ability to act in the "second row" (building authority for others);

▪ Spokesman = contacts „facilitator"


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Media relationsTips – summary (1)

1. Treat journalist as a opportunity, not treat.

2. Build contacts with proper journalists.

3. Initiate contacts with journalists.

4. Keep moderation in contacts.

5. Remember – media need news. Tell stories.

6. Be open, ready to cooperation, trustworthy.

7. Do What Journalists Want You to Do

8. Trustworthy is crucial.


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Media relationsTips – summary (2)

9. Be conreat and fast.

10. You have common goal with journalist – tointerest audience.

11. Don’t boast directly.

12. Know the rules of journalism.

13. Know your rights.

14. Use Social Media to Build MediaRelationships

15. Report Your Own News Via Social Media


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Events



[email protected]





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Events – why to organise?

▪ To present the company on the new market

▪ To attract attention to the company

▪ In order to strengthen the positive attitude of aselected group of recipients towards thecompany

▪ In order to interest media with informationabout the company


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Types of events

▪ Specialised seminars and conferences

▪ Exhibitions and fairs (including internal

exhibitions)

▪ Open Door Days

▪ Sponsored events

▪ Special promotional events


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Types of eventsTarget groups

▪Events for employees

▪Events for customers

▪Events for the media


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Advantages of events

▪ Possibility of action targeted at selected persons, and not

only at the whole group or the whole public opinion, e.g.:

opinion leaders, investors, company decision-makers - key

customers of the company, etc.

▪ Two-way flow of information: events allow not only to

influence selected entities by presenting their own ideas, but

also assume active participation of recipients, learning their

attitudes and opinions through direct contact.Translated with

www.DeepL.com/Translator


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Event as a project

▪ With a clearly defined objective

▪ Creating new conditions or changing an existingsituation

▪ Non-recurring

▪ With clear timeframes

▪ Of which the budget is set out

▪ Going beyond the routine activities of an organisation

▪ Requiring the mobilisation of resources

The event is an intended initiative:


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Steps in project management

▪Defining the situation

▪Planning

▪Implementation

▪Evaluation


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When not to organize an event?

▪ When it may have a negative impact on the company'simage

▪ Just after the disaster crisis, when emotions are still alive...

An extreme example of such an event is the feast on the occasion of ananniversary of an aircraft manufacturer just after a serious air crash, evenif the crash did not affect the aircraft produced by this particularcompany.


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Planning

▪roles

▪schedule

▪people

▪technical resources

▪contingency plans▪Anything that can go wrong will go wrong.


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ImplementationKey issues

▪Place of the event

▪Guest list

▪ Invitations

▪Organisational issues

▪Guest registration

▪Event coordination

▪After the event.


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Evaluation

▪evaluation of the whole event

▪achieving the objectives

▪lessons learned for the future


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InternalPublic Relations



[email protected]





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Internal communication system

▪Formal – the official information system

▪ Informal – resulting from the company's life


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Linkage of internal PR

▪ Internal PR and HRM

▪ Internal PR and organisational culture

▪ Internal PR and leadership

▪ Internal PR and change management


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Internal PRAdventages

▪ Simplifies management▪ Motivates

▪ Increases devotion and commitment

▪ Increases efficiency

▪ Increases employee’s satisfaction

▪ Integrates - it gives a sense of connectedness – pride

▪ Facilitates work and orientation in the organization -knowledge motivates

▪ Promotes the cohesion of the organization - employeesas ambassadors


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Companies with atractive images

▪ They have more choice - attractive employer

▪ Attract better people

▪ It's easier to keep them

▪ It is easier to arouse their commitment


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Internal PR and Employer Branding


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Internal communication process


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Internal stakeholders - analysis

▪ What do they know?

▪ What do they think?

▪ What do they expect?

▪ Which information channels do they use?

Segmentation


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Internal PR

▪ The aim of the internal PR is to build confidence in the

company and its products on the basis of knowledge and

understanding (classical PR function).


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Internal PRConditions of success

▪Cohesion

▪Synergy

▪Regularity


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How dengerous is the lack of information?

▪ Unused possibilities to create profit

▪ A time bomb

▪ During the crisis

▪ During changes

▪ Longer adaptation of new employees

▪ Ineffective management of change

▪ Lack of confidence to managers

▪ Resistance to change


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Information as a motivation toolAreas of communication

▪ Company’s mission statement

▪ Clarification of financial results

▪ Clarification of changes

▪ Clarification of new technologies

▪ Education on safety

▪ Information about employees

▪ Understanding the organizational structure

▪ Information for employees-investors

▪ What does the company for employees and their families

▪ Communicating charitable activities and sponsorship - engaging


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Modern internal communication

▪ Double sided (dialog)

▪ Interactive

▪ Engaging

▪ Continuous

Employee satisfaction surveys


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Internal PR and organisational culture

▪ Values are verbalized▪ The company's mission statement

▪ Aware of the company’s strengths

▪ Company’s language

▪ Information about values – values’ communication

▪ Values live▪ Reward and punishment based on the values

▪ Creating and sustaining myths

▪ Creating heros - talking about the successes of employees

▪ Creating rituals


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Internal communication tools

▪ Direct – direct contact or personalized message

▪ Indirect

▪ Mixed


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Direct

▪ Meetings of superiors with subordinates

▪ „Open door”

▪ Speaches to employees

▪ Factory committees

▪ Special events for employees

▪ Correspondence occasional – e.g. congratulations

▪ Recreation

▪ Clubs and Associations

▪ Competitions for employees


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▪ Social media

▪ E-mails

▪ Radio broadcasting

▪ Employee hotline

▪ Box of wishes and complaints


Mixed


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▪ Corporate publications - newspapers, brochures

▪ Intranet

▪ Information boards

▪ Leaflets

▪ Video


Indirect


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Internal PR - mistakes

▪ Selective informing or lack of information - are born gossips andspeculations

▪ Inability:▪ Didacticism

▪ Newspeak – bombast

▪ Delays

▪ Routine

▪ Devaluation of words or meanings

▪ No response to changes

▪ Lack of monitoring and periodic review


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Internal communication during organizational changes - what to say?

▪ When a change occurs

▪ What is the change

▪ What will be the consequences on a global scale (the company)

and individual (employee)

▪ Who will be affected by

▪ What will or may be side effects

▪ Who will be involved in its implementation


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Internal PR – summary

▪ Is profitable

▪ Simplifies management

▪ Increases the range of external PR


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From CSR to CSV



[email protected]





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Corporate social responsibility (CSR)

▪ A form of corporate self-regulation integrated into a businessmodel

▪ A self-regulatory mechanism whereby a business monitors andensures its active compliance with the spirit of the law, ethicalstandards and international norms

▪ With some models, a firm's implementation of CSR goes beyondcompliance and engages in actions that appear to further somesocial good, beyond the interests of the firm and that which isrequired by law

▪ CSR aims to embrace responsibility for corporate actions and toencourage a positive impact on the environment and stakeholdersincluding consumers, employees, investors, communities, andothers.


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CSR – the main idea

▪ The very concept of CSR is based on theassumption that companies should not only focuson their narrowly understood economic interests,but rather adopt a broader perspective takinginto account the interests of both, external andinternal stakeholders, which affect is to achievelong-term sustainable development


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4 stages of creating values – CSR perspective

1. The reduction of costs, risk and waste and focusing on providingproof-of-value,

2. Change of design of selected products, processes, businessfunctions in terms of optimization of their efficiency – frommaking old things by new methods to making new things withnew methods,

3. Obtaining the growth of revenues due to integration of newapproaches with key strategies,

4. Distinction of the ways of acquiring values throughimplementation of new business models, using innovations tothe modification of the organizational culture, brand-relatedleadership and other intangible methods of achievingcompetitive advantage.


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Visser: 5 stages of development of CSR

1. "defensive CSR in the greed era",

2. "charity CSR in the philanthropy era",

3. "promotional CSR in the marketing era",

4. "strategic CSR in the management era",

5. "transformational CSR in the responsibilityera".


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CSR Value Curve

Source: IBM Institute for Business Value, G. Pohle, J. Hittner, Attaining sustainable growth through corporate social responsibility, IBM Global Business

Services, 2008, http://www-304.ibm.com/easyaccess/fileserve?contentid=131474, 2011-09-19, p. 6

http://www-304.ibm.com/easyaccess/fileserve?contentid=131474


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Evolution of CSR Approach – value perspective

Source: http://en.wikipedia.org/wiki/Corporate_social_responsibility, 2014-09-28


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Transformational CSR – CSR 2.0

▪ professionalism,

▪ the element of the business model of an organization,

▪ adopted by it strategy, making it the element of the competitive advantage

▪ a tool to increase employee motivation and commitment.

▪ In WEB 2.0 environment, companies are almost doomed touse social responsibility, otherwise, equipped with moderntools of communication stakeholders will stigmatize socialirresponsibility or indifference and therefore weakening thelong-term competitive position of companies▪ dialog communication model▪ peer-to-peer communication▪ symmetry of information▪ real-time activity


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Creating Shared Value (CSV)

▪ The basic idea: The competitiveness of a company and the healthof the communities around it are mutually dependent.

▪ Policies and operating practices, that enhance the competitivenessof a company, simultaneously advance the economic and socialconditions in the communities, in which it operates.

▪ Shared value creation focuses on identifying and expanding theconnections between societal and economic progress.


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Companies can create shared value opportunities in three ways:

▪ Reconceiving products and markets – companies can meet social needswhile better serving existing markets, accessing new ones, or loweringcosts through innovation.▪ The provision of low-cost cell phones developed new market opportunities as

well as new services for the poor.

▪ Redefining productivity in the value chain to mitigate risks and boostproductivity – companies can improve the quality, quantity, cost, andreliability of inputs and distribution while they simultaneously act as asteward for essential natural resources and drive economic and socialdevelopment.▪ In reducing excess packing in product distribution reducing cost and

environmental degradation.

▪ Enabling local cluster development – companies do not operate inisolation from their surroundings.▪ To compete and thrive they need reliable local suppliers, a functioning

infrastructure of roads and telecommunications, access to talent, and aneffective and predictable legal system.


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CSR vs. CSV

CSR

▪ CSR is about responsibility.

▪ CSR focuses on reputation withplacing value in doing good bysocietal pressure.

▪ It generates both economic andsocietal benefits relative to cost inreal competition of maximizing theprofits.

CSV

▪ CSV is about creating value.

▪ Instead of being pushed by externalfactors, CSV is internally generatednot confined to financial budget asCSR is.

▪ CSV concept supersedes CSR for it is away for corporations to sustain in thecompetitive capitalistic market.

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The same ground: ‘doing well by doing good’,


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Conclusions

▪ The growing role of global CSR under the influence of changes inthe contemporary business environment – CSR 2.0.

▪ We should replace a purely national approach with its globalmeaning.

▪ CSR will more and more frequently base on the self-regulationmechanism instead of the response to stricter legal regulations.

▪ The companies themselves may provoke a discourse on the CSR inorder the win competitive advantage on such foundation.

▪ CSR -> CSV


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Crisis communication



[email protected]





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Crisis – main actors

Crisis in organisation –the possibility of incurring damage

Media

Pressure groups - lobbies

Publicopinion


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Public Relations and crisis

▪ Crisis management – reaction to crisis until rehabilitation

in the eyes of public

▪ Risk issues management – strategic, proactive PR

▪ Tools of problem identification and analyzing

▪ Issues answering before knowledge about them starts to be

public


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Preparing a plan for crisis

▪ Analysis of the possibility of troubles

▪ Preparing contingency plans

▪ Establishment of a permanent anti-crisis team▪ Only a few people

▪ 24 h

▪ The role of the experts - not only the spokesman

▪ Speaking with one voice

▪ Training and Simulations


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Risk issues management

▪ Search for issues and trends - monitoring the environment

▪ Analysis of strengths and weaknesses of the organization

▪ Assessment of their impact and prioritization

▪ Development of organization’s position on a particular issue

▪ Definition of groups and opinion leaders likely to support theposition of the organization - stakeholder analysis - other groupsmay acquire significance in relation to the situation recognized bystrategic PR

▪ Planning of response


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Risk issue lifecycle (1)

1. Phase I – Origin – potential issue▪ The organization is planning something that affects other

organization or group

▪ It draws a potential conflict

▪ The problem at the moment does not call attention ofobservers

▪ The problem is not of sufficient importance to cause areaction

▪ Groups seeking support from other players

▪ Key element: early identification of situations


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2. Phase II – Mediation/Amplification – emerging issue▪ Consultations between stakeholders - coalition building

▪ The interest of specialistic media

▪ Slow growth of pressure on the organization - the effect ofthe activities of one of the pressure groups

▪ Key element: monitoring of the environment, interventionand playing an active role in preventing the problem

▪ Frequently loss of control


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3. Phase III – Organization – current crisis▪ The consolidation of the position

▪ An attempt to further the interests of the players

▪ The creation of a coalition

▪ Public disclosure of conflict

▪ To influence public problem becomes difficult


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4. Phase IV – Resolution – dormant issue

▪ Drag of the conflict

▪ Settlement of the conflict - submission of one of the parties

▪ External regulations

▪ The fixed image


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Risk issue lifecycle


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Reaction to the disaster (1)

▪ Respond quickly running crisis plan

▪ Make the management of the organization (CEO) availableimmediately

▪ Tell the media as much as possible, but keep strictly to the knownfacts

▪ Do not hide yourself from the media

▪ Do not speculate


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Reaction to the disaster (2)

▪ Prepare information about the organization, to have anything forjournalists

▪ Organize a press conference as soon as there are any certaininformation

▪ Secure the presence of the CEO on the press conference

▪ Speak clear, uncomplicated language

▪ Remember that media attention can take a long time - sinusoidalwave of crisis

▪ Always answer questions


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Crisis principles

▪ Openness - "tell me quickly and everything"

▪ public reaction to the crisis is shaped in 45 min to 12 h after its disclosure

▪ "Every crisis opens a window (chance), through which you can master it, but it is

possible in a limited time, from 45 minutes to 12 hours"

▪ Truthfulness - capturing even the smallest lie destroys all credibility

▪ Partnership – you should accept the feelings of the other side, even if it

seemed to be irrational

Honesty -> the only chance of success


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Crisis mistakes

▪ Indecision

▪ Excessive self-incrimination

▪ Cynicism

▪ Aggressiveness

▪ Speaking evasively

▪ Agonizing

▪ Arrogance

▪ Hiding from the media


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Reconstruction of image

▪ Draw lessons from the crisis

▪ Preparation of the report (document) which analyzes the crisis

▪ Ability to interest the media by the report


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Practical advice concerning crisis management

1. Take clear, specific position

2. Engage top management to action

3. Get the support to third parties

4. Appear on scene of an accident

5. Centralize communication

6. Work with the media

7. Do not ignore employees

8. Anticipate what might happen

9. Start planning the positioning of the company, when it's over

10. Keep a constant monitoring and evaluation of its activities


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10 principles of communication in crisis situations

1. Speak first, and often

2. Do not go into speculation

3. Be prepared to act on the opportunities during a crisis

4. Stick to the facts

5. Be open and involved, not passive

6. Formulate a thesis and repeat it

7. Do not go into conflict with the media and customers

8. Develop position of the most competent source of information

9. Be calm, reliable, and willing to cooperate

10. Never lie


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Crisis Management case study (1)

You are members of the board of the regional hospital insmall town Wola in Poland. Your friend journalist informedyou today that a sensational report containing details offraud in your hospital will be published tomorrow in themost widely read journal of the city, Wola News. It willprobably be information about some corruption issues.You don't have any other data, but there's a crisis in thepipeline...

What action are you going to take before the report ispublished? Make a recovery plan.


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And indeed. The next day, Wola News publishes:

“Our newspaper's suspicions about frauds in thedistrict hospital in Wola Górna were fully confirmed.The facts are as follows. The head of the gynaecologyand obstetrics ward together with the head nurse tookbribes from the patients both for facilitating access tocertain medical procedures and for better care of thepatients.”

How are you going to react to the current situation?


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The next day, a local radio station publishessensational information:

"The last corruption scandal of the regionalhospital in Wola is not the first. An anonymousmember of the hospital board informed us thatsimilar situations had already happened before,but the hospital managed to cover up thematter. Anyway, nobody can be sure if bribesand unclear practices concerned only one of thehospital wards".


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TERRORISTS IN GALERIA MOKOTÓW

In December 2005, i.e. during the period of greatest commercial traffic in Warsaw, the following e-mail was sent bythe Internet:

Dears,

what I write is not a spam, or a rumor. Therefore please, do not ignore this email and do not turn a blind on the eye.Inform also your friends.My boss is a friend of the board member of Galeria Mokotów. In the last days cameras in gallery noticed a largenumber of Arabs walking around and photographing different places. It was not just shooting for exposure shops orcompetitive analysis.Arabs photographed everything. The Management Board of the gallery held several meetings and expects / allows forthe possibility that this weekend may be made bombing. It is a pre-Christmas weekend, it will be a lot of people. Asyou know, in the gallery are plenty of places where you can leave the bomb.This is sad news, because so far the attacks related to other countries, not us directly. Probably because it arousessuspicion and lack of faith. But bomb in Poland is very possible. Therefore, please do not visit the gallery at theweekend and warn your friends. If we can protect ourselves and our relatives from danger - let's do it.I sincerely hope it's all about what I wrote - will not work. However, if monitoring recorded many cases of shootingphotos by Arabs – it could happen. I ask you not ignore what I wrote,

Should management of Galeria Mokotów take any communication activities in this case?

public relations - web.sgh.waw.plweb.sgh.waw.pl/~rmrowka/prslajdy.pdf · public relations is a...

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