Interview from last week aired by EO TV (Entrepreneurs' Organization)
...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?
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?
Yes, there is a lot we can learn from the recent BP Oil Spill and the Crisis Communications they have implemented, but for the small (er) company there are five simple foundations to keep in mind:
1 - crisis happens to businesses big and small - and don't think it'll be a calamity (such as a plane crash) - far less serious events lead to a crisis
2 - a crisis is not always your own doing - sometimes you get there due to activities outside of your company, from third parties or just bad luck
3 - speed is vital in a crisis - if you can't act quickly you create a 'media vacuum' that someone will fill - and it won't be pretty
4 - preparation - knowing what your message will be, who will say it and how it will be delivered, is the key to success. A proactive crisis communication plan and media training are not expensive - you can do it yourself or in today's market, ask a local PR agency to help you out - it'll cost little more than a couple of days of consultancy
5 - practice makes perfect - if you practice, or are experienced in dealing with the media, it will be a lot easier when there is a crisis. Getting media trained before a crisis is a vital investment.
Whether writing for PR or for business the universal truths we use when writing professional PR copy can be applied to emails, letters, business proposals, speeches and pretty much any written word in business.
We all want writing that’s compelling, interesting, and unique. We need writing that’s magnetic. In short – killer copy. Luckily a few simple techniques can make any piece of writing more compelling.
Here are NettResults’ top ten ways to help you write copy that draws the reader closer:
1. Don’t hedge
“Hedging” is when you go out of your way to cover every contingency in an argument. Example: “Nowadays almost all tech-adapt travelers have at least some sort if electronic book reader.” The hedges are “almost all” and “at least some sort.” These may be strictly true, but it’s soft, flabby wording that lacks impact. Instead: “Tech-adapt travelers love electronic book readers.”
2. Repeat a phrase
Repetition establishes structure and rhythm. Repetition taps into the part of our brain that loves rhyme and meter. Repetition pulls the reader into the flow of your writing. Repetition isn’t difficult to use. Repetition is annoying if overused.
3. No passive voice
Passive voice is when you switch the positions of the subject and object of a sentence. For example: “The man hit the computer” is in active voice; passive voice is: “The computer was hit by the man.” Notice how passive voice uses more words without adding information — usually a warning sign of flabby writing.
The wrongness of passive voice isn’t universal, but wouldn’t it have been killer if I had said that passive voice isn’t always wrong?
4. Brevity!
I don’t care how good your writing is, most people won’t read more than a few sentences. Today’s society affiliates with 140 characters. The best policy is to just write less.
5. Use short sentences
Short sentences are easy to read. They’re easy to digest. It’s easier to follow each point of an argument. Sometimes longer sentences — especially if divided up with dashes — are an appropriate tool, especially mixed in with shorter sentences to break things up. If you think short sentences are incompatible with excellent writing, read Stephen King. Or Hemingway.
6. Provoke, don’t solve
If you’re writing a report that is supposed to cover all the bases, this tip doesn’t apply. But if you’re trying to be persuasive, don’t try to handle every objection in one sitting. Your goal is to get the other person to respond: To ask you about a feature of your product, to challenge your assumptions about a competitor. Don’t solve every problem, leaving no stone unturned; leave them wanting more.
7. Eliminate trash adjectives
Most adjectives and adverbs don’t add information; they just take up space and dull your message. Example: “I’m very interested in quickly assessing all suitable software options.” Remove the adjectives and you get the same message, but sharper: “I’m interested in assessing all software.”
8. Be direct
Pardon me, dear reader, but if it wouldn’t be too much of an inconvenience, could I trouble you to do me the favor of applying your obvious considerable facility with the English language to just get to the damn point?
Flowery, respectful and qualified wording is appropriate when you’re asking a waiter to do you a favor without spitting in your food. But it has no place in killer copy.
9. Tell a story
I knew a girl named Sophie who couldn’t figure out why people couldn’t understand the benefits of her software. She had feature and benefit bullet points but they just weren’t sinking in. One day Sophie changed her tactics completely. She wrote up a one-paragraph story about how one of her customers saved $125k by using her software. After that, sales were a lot easier.
10. Write informally
Sure, informal writing isn’t “professional.” And yeah, using phrases like and yeah violates the brevity rule. But it’s usually smart to write like you talk. Being informal helps you come off as a real person.
‘course, it can git to be too durned much, s’don’t go ’round makin’ it hard to just plain understand what in blazes yur talking ’bout.
They say first impressions are most important, and often your written word will be the first impression someone has of you! So take the time and care to make it killer copy.
Do you have any suggestions?
A new white paper out today by Cision has a simple but powerful message for PR professionals.
There are the generic top 5 peeves that all journalists around the globe seem to have:
(1) Sending generic mass email blasts to journalists;
(2) Ignoring what the journalists or outlets actually cover;
(3) Making unnecessary follow-up phone calls;
(4) Pitching identical stories to competing outlets; and
(5) Not taking “no” for an answer.
Getting over these are relatively simple...
1. Keep it personal
Know the person you’re talking to. Research your target contacts in advance and personalize your communication. Never send a mass e-mail with zero familiarity about the recipient. Journalists who take emailed story ideas want proposals tailored to
them personally. Nothing is more impressive than proving you know someone’s history; at the same time, nothing is less impressive than sending out a blanket press release with no introduction.
2. Know what people cover
Nothing annoys a journalist more than receiving a pitch that clearly demonstrates no knowledge of his or her coverage area. Do your homework, offer interesting information that is relevant to the stories that journalist is working on, and you are more likely to be rewarded with a return call.
3. Be helpful – not a pest
Don’t follow up an email with a phone call. With many journalists’ inboxes overflowing with week-old, unread messages, they commonly complain about being “badgered” by multiple phone calls shortly after getting an email. The best rule of thumb is: If you hear back from a reporter, editor or blogger, he or she is interested; if not, move
on.
4. Be transparent about story exclusivity
Don’t pitch an exclusive story idea to multiple competitors. Let a contact know whether you’re proposing an exclusive story or if the story is being shopped around to various contacts. It’s a good way to maintain transparency and spark interest. Journalists are competitive and a story is more likely to get traction if a journalist knows it’s a scoop.
5. Develop a thick skin if your proposal is rejected or ignored
Not every pitch will get used, but journalists often keep valuable PR contacts on file. Remember that developing a relationship with a reporter, editor or blogger is the best way to score coverage, and it usually takes time to develop these relationships and build trust.
So simple, but still ignored every day.
Do we agree at NettResults with the above points? Mostly...
It is all about relationships. There is no doubt about that. But the "don't call after an email or you'll be a pest"? If you have a good relationship with the media, and call a journalist you know well for a number of things (not just to follow up with a 'did you get my email') then the fine line of 'pest' turns into a 'friendly chat' - and who doesn't like a friendly chat?
Of course the alternative is to just do everything on email and never call a journalist. But how does that develop a relationship?
Note to any client - if you walk into your PR agency and it sounds like the Mary Celeste with perhaps only the sound of finger hitting keyboard, you need to check the validity of your agency's media contacts.
Coordination and specifics throughout are essential for crafting a winning campaign
Creating a public relations plan takes time, knowledge, and understanding of your company’s or client’s needs and wants. Here are some steps to ensure you capture those elements in the plan-creation process and that you create a relevant and useful plan for your company or client.
1. Know your company's or client's current situation. This is essential to knowing where the company stands, where the company is able to go, what the company's market/industry looks like, and what direction the company is headed. It puts things in perspective.
2. Know your resources. This can be a part of the first step, as it is a part of the situational analysis needed to understand where your company or client stands. This can help you better build your tactics and strategies while considering budget, time, and other resource limitations.
3. Know your objectives and goals. Also essential to the PR plan’s success, you must know where the company hopes to go. Like driving with no directions, a PR plan with no goals or objectives is an aimless action with no knowledge of what could come, or even what results are desired. Be sure that the PR plan's goals are in line with the rest of the company's overall objectives, and ensure that they are clear to all involved.
4. Know and define your target audience(s). This means that you've defined your target buyer audiences and target media audiences. Each audience will need a different message and a different approach. Knowing these audiences will help you to frame your strategies and tactics so you can reach them effectively.
5. List messages and strategies you will use to reach your target audiences. These should be in line with your stated goals and objectives; if not, the plan is off to a bad start. Know that your strategies and messages also must relate to one another; otherwise, you need to address the disconnect.
6. Define the tactics you will use to effect the strategies you've listed. If, for example, a strategy is to enhance a company's brand awareness, tactics could include community outreach, social media use, press conferences, etc. You must define your strategy before addressing your tactics and assigning them to a message.
7. Create a timeline for implementation. This needs to be realistic but challenging. Remember that there should be no lapses in the PR plan as press releases are being sent out, events are taking place, or media are being engaged. There needs to be constant reminder to the public that the company is alive and well, which can be done with a continuous flow of information.
8. Delegate obligations and responsibilities to your team or your client's team to ensure all parts of the PR plan are completed. This helps to ensure that all are on board and know their responsibilities and duties. This is crucial to bringing the PR plan to fruition. This step should be done with everyone involved, so no one feels overburdened or left out. This involvement in the plan’s creation gives everyone a feeling of responsibility for its success.
9. Create measurements of results/success. To know if your plan is effective, create measurements and benchmarks for the tactics you implement. This is a place for the PR team to gauge the success of the plan and to see whether the goals were realistic. Creating measurements can also show what could have been done with the expertise and estimations of a PR firm or team.
10. Review the plan after implementation and conclusion of the plan. This is the time when all who helped to create and carry out the plan can share their thoughts on what went well, what didn't, and what can be done differently in the future. This helps ensure that future plans have a chance of being successful. It also encourages group members to work for the company's success by giving everyone a chance to talk and to contribute to the next plan.
The key thing to remember when creating a PR plan is that every plan is going to be unique and different for each company, and even within the same company, they will be different for each plan objective. Do your homework before creating a plan, and be sure that you work closely with the company or client to make the plan a success.
I came across this interesting take on the 'information gap' interpreted by Jeff Monday.
When we come across something new that is not explained by our previous knowledge or experiences, an information gap is formed. If you are a communicator, understanding how to use this gap will have great rewards. Next time you have to develop company's messaging think about it!
What do you think?
Define a PR crisis for your organization....
For 'Dubai inc', it could be defined as causing major money markets to fall, having international media 'ridicule' fiscal policy/investments or having your ruler cartooned as drowning in a sea of debt on the front page of perhaps one the world's most respected newspapers.
Such is the past 10 days for Dubai.
What happened and what can we learn from this?
I think it went down something like this.... Picture a boardroom 50 stories high with all glass windows, over looking sun, sand, the beautiful crystal clear coast and major development including infrastructure that will soon be appearing in the Guinness Book of Records. Imagine the smell of coffee, and the obligatory three facial tissue boxes on the large, modern board room table, surrounded by black, ergonomic, modern mesh chairs.
Someone mentions in passing that there is a loan for something like $3.5-billion that needs to be paid by next month, but it's questionable whether money is in the right place to make that happen. "No problem," someone says, "everyone wants a piece of Dubai, we'll just ask our debtors to hold out for another 30 days". Someone more senior replies, "Interesting idea, but seeing as we're asking for 30 days, lets just ask for 6 months - I mean, why not?". Several nods of heads, because that's what you do when someone more senior suggests something.
A couple of faces look to the person who has to think about publicity. "No problem here. Next week is Eid so we'll all be taking it easy for a week and isn't the U.S. celebrating something along the lines of Thanks Giving so Wall Street will be closing early? We'll sent out a note to a couple of the media who always write exactly what we ask them, most media outlets will be on vacation - no one will remember a thing".
Nice idea... except... while that might of worked 2 or 3 years ago, in the dusk of 2009 there have been changes that have even permeated as far as Dubai...
1 - Media is less of a puppet. Days are gone when they simply 'cut and paste' from a release just because it comes from someone important. Many reasons for this - all of them good.
2 - Media never sleeps. Social media resonates 24/7 and the more advanced media groups have reorganized so they can work cross-globe 24/7, irrespective of cultural holidays.
3 - Never, ever, ever create a media vacuum. It's PR101, but if you do not provide the facts and all the facts to the media in a timely manner, the media will get the facts from somewhere else. That somewhere may be less than gracious. That somewhere may include so called experts that known nothing about what they talk. That somewhere might have a grudge to bare. In short - not good.
4 - It all comes out in the wash. Organizations that play it less than 100% clean risk dirty washing falling out of the hamper every now and again... and in tough financial times it can be like someone turned the hamper upside-down. Was always this way, but today's ultra-connected and social society means that no one is exempt and news travels fast.
The lessons are pretty simple really. It's not rocket science and someone should of seen this coming. Maybe they need a new PR agency...
It was felt around the world, but perhaps the most punishing in the ever-cynical British press.
Unfortunately the 'Dubai Machine' was not at its tip-top performance, and whomever was in charge of media on that day must of been out of the office celebrating Eid Al Adha, because they created a media vacuum that the press love as they can make things up and call on non-experienced 'experts' who really have no idea.
Lets set the story straight.
1 - Dubai World is NOT the country. Saying that 'Dubai World' has a $59b financial problem is not the same as saying that Dubai (or the United Arab Emirates) is bust! Dubai World is an investment company that manages and supervises a portfolio of businesses and projects for the Dubai government across a wide range of industry segments and projects that promote Dubai as a hub for commerce and trading. It is not, however, guaranteed by the Dubai Government.
2 - Some might argue that $59b is not a huge sum when compared with some other corporate bailouts (e.g. when Lehman Brothers went into bankruptcy protection, it owed more than $600 billion). In reality, Dubai World still has a lot of valuable divested assets, so their only shortfall is a US$3.5-billion loan, which the company is unable to repay by its December deadline.
3 - Concerns over the fallout from Dubai's debt problems contributed to the main European stock indexes falling over 3% on 26 November. This was followed by drops in Asian stocks on 27 November. However the European stock markets rebounded as investors' fears subsequently subsided as they decided the estimated debt wasn't big enough to trigger a systemic failure in global financial markets.
4 - And pretty much anything else you've heard around this subject is just false. Dubai is as bankrupt as 1920s Germany (The Guardian) - not true. India may take over Dubai as Russian oligarchs shoot at each other on the Burj Dubai (The Independent) - certainly not true. "There are not that many people when you go out shopping, and there are almost no Westerners in the bars and clubs," according to Sarah, speaking to the BBC - we don't know where she's going - certainly not the places this office socialize at! It's not a fiscal Armageddon. It's just not, in global terms, actually that significant.
But what sells newspapers?