A media interview is a critical opportunity to convey key messages about your company to customers, key stakeholders and the public. To assure that the final printed, online or broadcast story is accurate and includes your messages, here are twelve guidelines for 2012:
1. Focus on one or two key messages. Reinforce these prepared messages and verbally flag them for the reporter throughout your interview so that they are sure to understand what is important to you. Don’t wait for a leading question to convey these messages – from the very start of the interview use whatever question you are asked to bridge to your messages.
2. Keep it simple. Keep the real audience in mind (you may be talking to a reporter, but your real audience is the reader/viewer). Unless you are being interviewed by a highly technical journal, simplify your messages. Think about telling a story to someone who is not an expert – your mother, a friend, or neighbor. If complex issues or definitions can be simplified, the reporter is likely to get it right and the intended audiences will understand your message.
3. Practice makes perfect. Practice to yourself, in front of a mirror, film yourself (your smart phone will do the trick) and then practice with a colleague or PR professional. Even the most seasoned interviewees can’t wing-it, so ensure you practice before every interview.
4. Tell a story. Prepare compelling quotes or anecdotes in advance. Journalists make stories come alive through good quotes, meaningful anecdotes and images that readers can picture and relate to.
5. Speak for the company at all times. It is never appropriate to give personal opinions, criticize others or make off-color remarks.
6. Never speak off-the-record. Regardless of the rapport that you have with a reporter -- or promises made by the reporter -- keep all of your comments on the record when in the presence of a reporter, producer or photographer.
7. Anticipate tough questions. Decide in advance how to handle them. Discuss difficult issues and questions with your communication consultant before the interview. The direct approach is usually better than being evasive. When you cannot comment or information is proprietary, just say so, but use the opportunity to bridge back to a key message
8. When in doubt, call back. If you are unsure how to answer a question, or need to check facts, get back to the reporter later. Don’t fake it or feel that you should know the answer. Regardless of the reporter’s deadline, take your time, swallow your pride and provide only accurate information. Some questions may be appropriate for someone else – or another company – and not for you to answer.
9. Proprietary information. You do not have to share or discuss personnel or business proprietary information. It is fine to say that you understand the reporter’s interest, but the information they are requesting is propriety or confidential. Once you have said that, immediately bridge to some other related information that you can discuss. This helps take the focus off the topic that is off limits.
10. Offer to help. Refer the reporter to other important sources of information or to experts, particularly organizations with whom you partner.
11. Final facts and fact checking. At the end of the interview give the reporter a business card and offer to check facts or quotes. Offer your mobile phone number. You should never ask to review a story, but it is
OK for you to offer to check facts over the phone.
12. Enjoy. You’re the expert, get your messages across and use even the most sensitive questions to bridge to something positive and enjoy the opportunity to shine a light on the good things your organization is doing.
Showing posts with label PR. Show all posts
Showing posts with label PR. Show all posts
Thursday, January 5, 2012
Thursday, December 15, 2011
Social Media, the Journalist, and how PR agencies interact
Our friends at Cision have just released their 2011 Cision-Newhouse School Digital Influencers Survey. It has some interesting findings and you can read the full research here.
Now, much as we love research and its findings, we do have to identify that Cision's research is often heavily skewed to the bias of selling media lists and the Cision services. That said, we all benefit from understanding exactly how to use social media with the media.
The 2011 digital influencer survey shows that social platforms like Twitter, Facebook and LinkedIn (with the impact of Google+ soon to be felt) continue to revolutionize how those who create digital content do their jobs: how often they post content (“file stories”) and how they identify stories and trends, cultivate and qualify sources, and share information.
But – perhaps even more importantly – it is apparent that social media has empowered anyone with a voice that resonates with a community to build influence and vie for the same attention and audience as traditional media.
These “other content creators” may not be connected to an established news organization or blog, but their “social capital” is so significant that they have a direct impact on consumers and other influencers.
Those who define themselves as journalists tend to have very different (and less positive) perceptions about the usefulness and accuracy of social media.
Yet all respondents agree that social media is a superior way to share stories, connect with communities, and make their voices heard.
Bottom line - what does this mean to PR agencies and organizations that use agencies? Well, PR agencies need to use social media tools to inform/converse with journalists and those writing materials that customers are reading. But they can't rely on them - social media needs to be integrated into journalist outreach.
Now, much as we love research and its findings, we do have to identify that Cision's research is often heavily skewed to the bias of selling media lists and the Cision services. That said, we all benefit from understanding exactly how to use social media with the media.
The 2011 digital influencer survey shows that social platforms like Twitter, Facebook and LinkedIn (with the impact of Google+ soon to be felt) continue to revolutionize how those who create digital content do their jobs: how often they post content (“file stories”) and how they identify stories and trends, cultivate and qualify sources, and share information.
But – perhaps even more importantly – it is apparent that social media has empowered anyone with a voice that resonates with a community to build influence and vie for the same attention and audience as traditional media.
These “other content creators” may not be connected to an established news organization or blog, but their “social capital” is so significant that they have a direct impact on consumers and other influencers.
Those who define themselves as journalists tend to have very different (and less positive) perceptions about the usefulness and accuracy of social media.
Yet all respondents agree that social media is a superior way to share stories, connect with communities, and make their voices heard.
Bottom line - what does this mean to PR agencies and organizations that use agencies? Well, PR agencies need to use social media tools to inform/converse with journalists and those writing materials that customers are reading. But they can't rely on them - social media needs to be integrated into journalist outreach.
Tuesday, December 6, 2011
Power is nothing without Control
...according to the tire manufacturer Pirelli. And so it is with public relations. Gone are the days when an organization can fully control their corporate message to the media.
In days gone by, it was normal for an organization’s employee handbook to strictly dictate that no employee could speak to the media without prior approval and spokesperson media training. No problem.
Then a few years ago social media popped up. According to a recent piece of research by Altimeter, companies average an overwhelming number of corporate owned accounts – about 178. That is a bunch of people from different departments and around the globe that are speaking on social media platforms, that the media are seeing. And that’s before we count the personal SM accounts of employees who happen to mention their job. So what’s to be done?
NettResults recommends three levels of corporate communication development:
1 - Relinquish a mindset of control - instead ‘enable’. In business school we were taught to foster message control and encourage all corporate representatives to stay on message. Yet today, as multiple business units from support, sales, HR and beyond participate in social technologies, communication is spread to the edges of the company – not just from the PR department. As a result, PR groups have changed their mindset to safely enabling business units to communicate, based on pre-set parameters they put in place through governance, coordination, and workflow.
2 - Roll out enterprise workflows - education programs at four levels. We’ve found that savvy corporations have detailed workflows, including sample language in which employees should respond. Beyond creating these workflows, they must be distributed throughout the enterprise through education programs, and drilled. We’ve found savvy corporations have up to four types of education programs spanning: Executive team, social media team, business stakeholder teams, and finally all associates. Even if the mandate is for rank and file employees to not respond in social on behalf of the company, reinforcing education is still required.
3 - Run mock crises. Lastly, we’ve found a closer relationship with media relations, social media and crisis communications. Savvy corporations are working with agency partners such as NettResults to setup mock crisis drills where they approach a week-long crises in a number of hours in private. Not only does this test the mettle of the organization it provides useful training so companies can respond faster, in a more coordinated approach. We have already witnessed health organizations receiving ‘social-crises-ready’ compliance notices and we expect compliance programs to spread into other industries.
Get ready – take control.
In days gone by, it was normal for an organization’s employee handbook to strictly dictate that no employee could speak to the media without prior approval and spokesperson media training. No problem.
Then a few years ago social media popped up. According to a recent piece of research by Altimeter, companies average an overwhelming number of corporate owned accounts – about 178. That is a bunch of people from different departments and around the globe that are speaking on social media platforms, that the media are seeing. And that’s before we count the personal SM accounts of employees who happen to mention their job. So what’s to be done?
NettResults recommends three levels of corporate communication development:
1 - Relinquish a mindset of control - instead ‘enable’. In business school we were taught to foster message control and encourage all corporate representatives to stay on message. Yet today, as multiple business units from support, sales, HR and beyond participate in social technologies, communication is spread to the edges of the company – not just from the PR department. As a result, PR groups have changed their mindset to safely enabling business units to communicate, based on pre-set parameters they put in place through governance, coordination, and workflow.
2 - Roll out enterprise workflows - education programs at four levels. We’ve found that savvy corporations have detailed workflows, including sample language in which employees should respond. Beyond creating these workflows, they must be distributed throughout the enterprise through education programs, and drilled. We’ve found savvy corporations have up to four types of education programs spanning: Executive team, social media team, business stakeholder teams, and finally all associates. Even if the mandate is for rank and file employees to not respond in social on behalf of the company, reinforcing education is still required.
3 - Run mock crises. Lastly, we’ve found a closer relationship with media relations, social media and crisis communications. Savvy corporations are working with agency partners such as NettResults to setup mock crisis drills where they approach a week-long crises in a number of hours in private. Not only does this test the mettle of the organization it provides useful training so companies can respond faster, in a more coordinated approach. We have already witnessed health organizations receiving ‘social-crises-ready’ compliance notices and we expect compliance programs to spread into other industries.
Get ready – take control.
Tuesday, November 29, 2011
Who are the key decision makers and are the spokes people media trained?
Every company has a organizational chart - a ladder of power, but how this structure functions during a crisis must be clarified with all the stakeholders in the company; particularly the communications department. A crisis can hit at any time, and the company needs to determine secondary command structures in case key decision-makers are unavailable at the time.
Not only is it important for those to know who need to spring to action (and how those people are contacted) - it is equally important that everyone else in the organization knows they can not speak on behalf of the company or to the press. Something that is best handled in a company employee handbook.
Organizations also need to decide which situations warrant which spokes person, and plan accordingly.
Most importantly, the spokes people need to be media trained in advance. Effective spokes people should receive professional media training and should be well versed on how to deal with the press. An organization's spokes person need not necessarily be the most senior staffers. For example, in some cases, the CEO is not the most efficient spokes person due to experience, knowledge or geographical location.
Not only is it important for those to know who need to spring to action (and how those people are contacted) - it is equally important that everyone else in the organization knows they can not speak on behalf of the company or to the press. Something that is best handled in a company employee handbook.
Organizations also need to decide which situations warrant which spokes person, and plan accordingly.
Most importantly, the spokes people need to be media trained in advance. Effective spokes people should receive professional media training and should be well versed on how to deal with the press. An organization's spokes person need not necessarily be the most senior staffers. For example, in some cases, the CEO is not the most efficient spokes person due to experience, knowledge or geographical location.
Friday, September 23, 2011
PR and the power of a story...
I just read with interest the article that Meg O'Leary wrote on PRNews Once Upon a Time There Lived a Plot: The Importance of Storytelling. I've long been an advocate of storytelling in marketing and public relations. It just makes so much sense.
It's worth understanding why storytelling works. It's in-build into our DNA. We grow up listening to stories and frankly they are a darn sight more interesting than 90% of PR copy-writing out there.
A good story is one that touches people in some way. As PR professionals (storytellers), our mission is to involve the audience, make them interact with us and the story, even if it is just in their thoughts or core. A really good story has a sense of truth and resonates with some basic universal aspects of being human.
But it does more than that. We have stories because they:
- Build credibility
- Unleash Emotion
- Permission to Explore
- Influence Group-Thinking
- Create Heroes
- Vocabulary of Change
- Order out of Chaos
There is a simple way to look at good stories. Back in my youth I was involved in a movie production company and was asked to read my fair share of movie scripts. It very quickly became apparent that stories fell into one of two camps - 'usual people in unusual situations', or 'unusual people in usual situations'. Think about it. Think about your favorite book. Think about the last movie you went to see.
I believe there are six tips to think about when creating a story for PR purposes:
- Know your audience
- Keep it simple
- Stay fresh
- Be honest
- Demonstrate credibility
- Spark interest
There are also eight elements that in essence make a good story, the:
- protagonist
- antagonist
- inciting incident
- call to action
- dreadful alternative
- conflict
- quest or progression
- other characters
- transformation
- moral
You also could look at it another way - the 'wow' factor. Forbes had a great article about this written by Brett Nelson in July.
Lastly, thanks to Professor Brian Sturm from UNC Chapel Hill whom in 2007 had the foresight to record one of his lectures. There is a lot of value in the 45 minutes, and the first 8 minutes are fabulous.
Why not write a story today?
It's worth understanding why storytelling works. It's in-build into our DNA. We grow up listening to stories and frankly they are a darn sight more interesting than 90% of PR copy-writing out there.
A good story is one that touches people in some way. As PR professionals (storytellers), our mission is to involve the audience, make them interact with us and the story, even if it is just in their thoughts or core. A really good story has a sense of truth and resonates with some basic universal aspects of being human.
But it does more than that. We have stories because they:
- Build credibility
- Unleash Emotion
- Permission to Explore
- Influence Group-Thinking
- Create Heroes
- Vocabulary of Change
- Order out of Chaos
There is a simple way to look at good stories. Back in my youth I was involved in a movie production company and was asked to read my fair share of movie scripts. It very quickly became apparent that stories fell into one of two camps - 'usual people in unusual situations', or 'unusual people in usual situations'. Think about it. Think about your favorite book. Think about the last movie you went to see.
I believe there are six tips to think about when creating a story for PR purposes:
- Know your audience
- Keep it simple
- Stay fresh
- Be honest
- Demonstrate credibility
- Spark interest
There are also eight elements that in essence make a good story, the:
- protagonist
- antagonist
- inciting incident
- call to action
- dreadful alternative
- conflict
- quest or progression
- other characters
- transformation
- moral
You also could look at it another way - the 'wow' factor. Forbes had a great article about this written by Brett Nelson in July.
Lastly, thanks to Professor Brian Sturm from UNC Chapel Hill whom in 2007 had the foresight to record one of his lectures. There is a lot of value in the 45 minutes, and the first 8 minutes are fabulous.
Why not write a story today?
Wednesday, March 23, 2011
Monday, December 6, 2010
Rolling Stone breaks into Middle East
With the launch of Rolling Stone magazine into the Middle East, the BBC covers the story and adds some interesting overview of the Middle East media landscape...
Wednesday, October 6, 2010
25 Essential PR Bloggers You Should Be Reading
Many thanks for our friends at PRweb who have produced an excellent list of the top 25 blogs that PR pros should be reading.
As they say, keeping up with what’s new and interesting in public relations news is important. While a lot of the list are SM heavy, our personal favorite is Journalistics. If you just start following one new blog this month make it Journalistics.
You can view the whole list here.
Enjoy!
As they say, keeping up with what’s new and interesting in public relations news is important. While a lot of the list are SM heavy, our personal favorite is Journalistics. If you just start following one new blog this month make it Journalistics.
You can view the whole list here.
Enjoy!
Monday, September 20, 2010
Get your Mojo on with PR
In Mojo - How to Get It, How to Keep It, How to Get It Back If You Lose It (by Marshall Goldsmith with Mark Reiter, 2010, ISBN-13: 978-1401323271) the authors explain exactly what Mojo is (and we though it was not definable). Mojo comes from the moment we do something that is purposeful, powerful and positive, and the rest of the world recognizes it. Mojo is about that moment and how we can create it in our lives, maintain it and recapture it when we need it.
They go on to explain, how our professional and personal Mojo is impacted by four key factors and the questions they ask: identity (Who do you think you are?), achievement (What have you done lately?), reputation, (Who do other people think you are — and what have you done lately?) and acceptance (What can you change — and when do you need to just “let it go”?).
And hence the most obvious segue into public relations. Every corporate client we are work with need to look at:
* What is the company?
* What has the company done lately?
* What do other people (customers, fans, voters, staff, competitors etc) think of the company?
* And, ultimately, when reviewing the media around that organization, what do you need to accept and when do you need to call the crisis communications team in.
De facto, Mojo = PR.
They go on to explain, how our professional and personal Mojo is impacted by four key factors and the questions they ask: identity (Who do you think you are?), achievement (What have you done lately?), reputation, (Who do other people think you are — and what have you done lately?) and acceptance (What can you change — and when do you need to just “let it go”?).
And hence the most obvious segue into public relations. Every corporate client we are work with need to look at:
* What is the company?
* What has the company done lately?
* What do other people (customers, fans, voters, staff, competitors etc) think of the company?
* And, ultimately, when reviewing the media around that organization, what do you need to accept and when do you need to call the crisis communications team in.
De facto, Mojo = PR.
Thursday, August 19, 2010
Media Training 101
Why should you have media training?
What will it take to be a successful spokesperson?
All you need to know about media training in under 2 minutes...
What will it take to be a successful spokesperson?
All you need to know about media training in under 2 minutes...
Tuesday, August 17, 2010
10 Reasons to Fire the Client
I've wanted to write this article for a long time, but of course didn't want to offend any previous client. Now, thanks to The Bad Pitch Blog, I don't need to. A big thank you to Richard Laermer for listing the ten reasons:
10 - You don't trust them as far as you can throw them!
9 - Everything they demand is in direct contrast to what you know to be right.
8 - Client company is on its way down.
7 - You keep sitting in on meetings with them that are at once pointless and breathless.
6 - You get the creeps when an email from this client crosses your in-box.
5 - You dread their responses to your questions because you know, once again, they aren’t paying attention to you but instead, are following their own agenda.
4 - Getting their bill paid is tougher than the toffee at carnivals.
3 - The client keeps making you think about going into a new profession.
2 - You daydream about working with their competitor(s).
1 - The person paying you is sure that everything they do is fantastic, despite having no notion of what fantastic is. And no vision whatsoever.
Read the full article here.
And if you have more to add, we'd love to hear about them.
10 - You don't trust them as far as you can throw them!
9 - Everything they demand is in direct contrast to what you know to be right.
8 - Client company is on its way down.
7 - You keep sitting in on meetings with them that are at once pointless and breathless.
6 - You get the creeps when an email from this client crosses your in-box.
5 - You dread their responses to your questions because you know, once again, they aren’t paying attention to you but instead, are following their own agenda.
4 - Getting their bill paid is tougher than the toffee at carnivals.
3 - The client keeps making you think about going into a new profession.
2 - You daydream about working with their competitor(s).
1 - The person paying you is sure that everything they do is fantastic, despite having no notion of what fantastic is. And no vision whatsoever.
Read the full article here.
And if you have more to add, we'd love to hear about them.
Thursday, August 5, 2010
Five changes in journalism and what that means to the way smart PR agencies are working
Thanks to our friends at Burrelles Luce for putting the journo insight together. We couldn't agree more... in fact we believe that any good public relations agency worth their salt is changing the way they are working.
1. Long is now shorter. Rand Morrison commented that "Long is shorter than it used to be," at the Bulldog Reporter 2010 Media Relations Summit.
NettResults Takeaway & How Smart PR Agencies are Adapting: Be succinct. Understand your message and be able to share it in a compelling manner with a few key bullet points.
2. Slow is now faster. Stories break on Twitter live as events unfold. Getting a story right is challenged by an increase pressure to get it out.
NettResults Takeaway & How Smart PR Agencies are Adapting: Anticipate journalists' needs and serve as a valuable resource. Maintain an accurate, up-to-date, and comprehensive online newsroom or press center. A quick responses and immediate follow up is essential.
3. There is a need to be more resourceful with resources. Cuts in newsroom operations means that journalists are working longer hours, with heavier workloads and a heightened sense of concern regarding job security.
NettResults Takeaway & How Smart PR Agencies are Adapting: Passing along tips and information that will benefit the journalist (publication and readers), whether or not it is for a specific client, will be appreciated and help to build a strong relationship. Likewise, those who are able to help journalists save time by bringing together multiple resources have a distinct advantage.
4. The brand of a journalist is not always limited to the publication. Many journalists now have Twitter handles, Facebook pages, and personal blogs.
NettResults Takeaway & How Smart PR Agencies are Adapting: There are now numerous opportunities to listen, engage, and build stronger relationships with influential journalists.
5. Competition is more competitive. Social media has also increased the challenge of being the first to break a story or add a new and unique angle.
NettResults Takeaway & How Smart PR Agencies are Adapting: Exclusives are more valuable than ever. When you can't offer an exclusive, consider whether you have a special angle or resource to pitch. What value can you offer the journalist to help him or her provide unique value to readers?
What changes in journalism do you think are shaping killer PR?
1. Long is now shorter. Rand Morrison commented that "Long is shorter than it used to be," at the Bulldog Reporter 2010 Media Relations Summit.
NettResults Takeaway & How Smart PR Agencies are Adapting: Be succinct. Understand your message and be able to share it in a compelling manner with a few key bullet points.
2. Slow is now faster. Stories break on Twitter live as events unfold. Getting a story right is challenged by an increase pressure to get it out.
NettResults Takeaway & How Smart PR Agencies are Adapting: Anticipate journalists' needs and serve as a valuable resource. Maintain an accurate, up-to-date, and comprehensive online newsroom or press center. A quick responses and immediate follow up is essential.
3. There is a need to be more resourceful with resources. Cuts in newsroom operations means that journalists are working longer hours, with heavier workloads and a heightened sense of concern regarding job security.
NettResults Takeaway & How Smart PR Agencies are Adapting: Passing along tips and information that will benefit the journalist (publication and readers), whether or not it is for a specific client, will be appreciated and help to build a strong relationship. Likewise, those who are able to help journalists save time by bringing together multiple resources have a distinct advantage.
4. The brand of a journalist is not always limited to the publication. Many journalists now have Twitter handles, Facebook pages, and personal blogs.
NettResults Takeaway & How Smart PR Agencies are Adapting: There are now numerous opportunities to listen, engage, and build stronger relationships with influential journalists.
5. Competition is more competitive. Social media has also increased the challenge of being the first to break a story or add a new and unique angle.
NettResults Takeaway & How Smart PR Agencies are Adapting: Exclusives are more valuable than ever. When you can't offer an exclusive, consider whether you have a special angle or resource to pitch. What value can you offer the journalist to help him or her provide unique value to readers?
What changes in journalism do you think are shaping killer PR?
Monday, July 12, 2010
There is no such thing as bad publicity...
...except your own obituary - according to the Irish author & dramatist Brendan Behan.
It might seem contradictory that any kind of success might follow from scandal: but scandal attracts attention, and this attention (whether gossip or bad press or any other kind) is sometimes the beginning of notoriety and/or other successes. Today, the often-used cynical phrase "no such thing as bad publicity" is indicative of the extent to which "success by scandal" is a part of modern culture.
BP used to be British Petroleum. Then it reinvented itself as Beyond Petroleum, extending the enterprise beyond black gold and becoming a major investor in new energy technologies.
All that counts for little now that the full extent of the Deepwater Horizon catastrophe is becoming clear. BP is now the acronym for Bad Publicity.
No doubt, like in many crisis situations, within the first few frightening hours, BP's lawyers and public relations teams presented to BP's board their views on how the company should respond. It's clear that the lawyers won. "Shift the blame onto someone else." And that is indeed what BP did in the immediate aftermath of the story breaking. BP blamed their contractors.
So, the continued interest/disgust in BP, their actions and their disaster-prone crisis communications begs the question, when does bad publicity become detrimental?
The cost so far:
* BP has agreed to create a $20 billion fund to compensate those affected
* An alleged $50 million on a television advertising campaign
* About $1 billion off their brand value according to some studies
* More than $100 billion in market value
* Stock is worth less than half the $60 or so it was selling for on the day of the explosion
* Oh, and who knows what on-the ground cleanup and PR support is costing?
Three years after the cleanup operation has completed its work - what will be the perception of BP?
When will BP (or will it ever) break even from the costs occurred and the missed opportunity cost? We will probably never know.
Maybe there is such a thing as bad publicity or at least a cost for bad publicity.
How do you value bad publicity?
It might seem contradictory that any kind of success might follow from scandal: but scandal attracts attention, and this attention (whether gossip or bad press or any other kind) is sometimes the beginning of notoriety and/or other successes. Today, the often-used cynical phrase "no such thing as bad publicity" is indicative of the extent to which "success by scandal" is a part of modern culture.
BP used to be British Petroleum. Then it reinvented itself as Beyond Petroleum, extending the enterprise beyond black gold and becoming a major investor in new energy technologies.
All that counts for little now that the full extent of the Deepwater Horizon catastrophe is becoming clear. BP is now the acronym for Bad Publicity.
No doubt, like in many crisis situations, within the first few frightening hours, BP's lawyers and public relations teams presented to BP's board their views on how the company should respond. It's clear that the lawyers won. "Shift the blame onto someone else." And that is indeed what BP did in the immediate aftermath of the story breaking. BP blamed their contractors.
So, the continued interest/disgust in BP, their actions and their disaster-prone crisis communications begs the question, when does bad publicity become detrimental?
The cost so far:
* BP has agreed to create a $20 billion fund to compensate those affected
* An alleged $50 million on a television advertising campaign
* About $1 billion off their brand value according to some studies
* More than $100 billion in market value
* Stock is worth less than half the $60 or so it was selling for on the day of the explosion
* Oh, and who knows what on-the ground cleanup and PR support is costing?
Three years after the cleanup operation has completed its work - what will be the perception of BP?
When will BP (or will it ever) break even from the costs occurred and the missed opportunity cost? We will probably never know.
Maybe there is such a thing as bad publicity or at least a cost for bad publicity.
How do you value bad publicity?
Thursday, June 17, 2010
7 Tips for Tony Hayward to Survive the BP Oil Spill Congressional Hearing
If Tony Hayward, the CEO of BP, and ultimate person responsible for the BP Oil Spill in the Gulf wants to survive the present Congressional panel (heckler disruptions aside), he needs to not only get his message straight, but also get the delivery correct. Just like in any crisis communications situation he needs to work on:
1. Credibility – so that the panel has confidence in the message and believes in him.
2. Appropriate context – for the panel and ultimately the population of the US.
3. Right content – which is appropriate for the population of the US (and no doubt the viewers of the countless other international media following this event).
4. Clarity – so that the message is unequivocal.
5. Continuity – with previous and proposed BP marketing activity.
6. Simplicity – so that the message cannot be misunderstood or misinterpret.
7. Impact – so the media cover the story from BP's angle.
We also know from previous news reports that Mr Hayward is not a night owl (OK, I get he needs to be up early to do business back in Blighty). If I was him, I'd be spending a lot of long evenings anticipating what the panel (and journalist) are likely to ask and prepare my response and messaging in reply. I'd be spending my time exactly how a crisis communications spokes person should be preparing:
Anticipate – Prepare – Rehearse
Anticipate – Prepare – Rehearse
Anticipate – Prepare – Rehearse
While Tony may be one of the most hated people in America (has anyone run him head-to-head with Joran Van der Sloot?) if BP can get their crisis communications right, they could emerge a stronger and more profitable company.
What do you think?
1. Credibility – so that the panel has confidence in the message and believes in him.
2. Appropriate context – for the panel and ultimately the population of the US.
3. Right content – which is appropriate for the population of the US (and no doubt the viewers of the countless other international media following this event).
4. Clarity – so that the message is unequivocal.
5. Continuity – with previous and proposed BP marketing activity.
6. Simplicity – so that the message cannot be misunderstood or misinterpret.
7. Impact – so the media cover the story from BP's angle.
We also know from previous news reports that Mr Hayward is not a night owl (OK, I get he needs to be up early to do business back in Blighty). If I was him, I'd be spending a lot of long evenings anticipating what the panel (and journalist) are likely to ask and prepare my response and messaging in reply. I'd be spending my time exactly how a crisis communications spokes person should be preparing:
Anticipate – Prepare – Rehearse
Anticipate – Prepare – Rehearse
Anticipate – Prepare – Rehearse
While Tony may be one of the most hated people in America (has anyone run him head-to-head with Joran Van der Sloot?) if BP can get their crisis communications right, they could emerge a stronger and more profitable company.
What do you think?
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