The reputation of an organisation influences who we buy from, work for, supply to and invest in. Intangible assets, of which reputation forms an important part, account for well over 50 per cent of the value of the Fortune 500 and even more in the case of the FTSE 100. This fourth edition of Risk Issues and Crisis Management in Public Relations has been completely revised and aims to define reputation, explores how to value it and provides practical guidelines for effective reputation management. This latest edition features new sections on the effects of recent world events, Corporate Social…mehr
The reputation of an organisation influences who we buy from, work for, supply to and invest in. Intangible assets, of which reputation forms an important part, account for well over 50 per cent of the value of the Fortune 500 and even more in the case of the FTSE 100. This fourth edition of Risk Issues and Crisis Management in Public Relations has been completely revised and aims to define reputation, explores how to value it and provides practical guidelines for effective reputation management. This latest edition features new sections on the effects of recent world events, Corporate Social Responsibility, climate change and sustainability, legal revisions and the use of the Internet in a crisis. Featuring new case studies on Oxfam V Starbucks, Sony, Dell, Ribena, BP, Bernard Matthews and the bird flu issue, Northern Rock, Walmart, Celebrity Big Brother 07, the Cadbury Salmonella outbreak, the Virgin train crash and the Buncefield Oil Explosion, the book charts how rapidly the reputation management agenda moves and yet how slowly business learns.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Michael Regester and Judy Larkin draw on 30 years of experience advising corporations on what to do in anticipation of potential risk issues and how to cope in crisis situations. They are the founders of London-based reputation management consultancy Regester Larkin.
Inhaltsangabe
PART 1 RISK ISSUES MANAGEMENT 1. Outside-in thinking Who can we trust? Consumer power and the rise of a non-governmental order Case study: Oxfam attacks Starbucks Dealing with risk Case study: MMR Handling the organizational response The advocacy approach Public consultation - building dialogue into the communications process The rise of the precautionary principle Case study: phthalates in toys Case study: Chinese takeaways hit North American and UK business Summary 2. Issues management defined What is issues management? What about the sceptics? What is an issue? Who should practise issues management? What are the functions of issues management? Summary 3. Planning an issues management programme - an issues management model Issue lifecycle Case study: Vioxx - never ignore the warning signs Case study: Monsanto wrecked brand and lost opportunity Case study: Arla product boycott in the Middle East - issues management planning needs to be global Case study: 'In the goo' - industry failing to learn the lessons Case study: Sony and Dell Hell - prevention is better than cure The importance of early action Case study: Ribena found wanting Summary 4. CSR: the new moral code for doing business Introduction The growing business imperative What constitutes good socially responsible corporate behaviour New business values Case study: BP's fall from grace CSR best practice policy development and management Summary 5. An issue ignored is a crisis ensured Case study: decommissioning the Brent Spar - implications for a global industry Case study: the story of Bernard Matthews, his turkeys and avian flu Case study: drug pricing in South Africa - the business perspective is not the only perspective Case study: business response to climate change - Wal-Mart, Exxon, Virgin Case study: Celebrity Big Brother 27 6. Implementing an issues management programme Examples of issue management models and processes Summary PART 2 CRISIS MANAGEMENT 7. So it hits the fan - now what? Case study: Cadbury salmonella outbreak Case study: the Asian tsunami and the travel industry Business crises Case study: Sayonara Citibank How the mighty fall Case study: Northern Rock on the rocks Case study: Piper Alpha catastrophe Case study: Paddington rail disaster CEOs are not infallible Case study: Marks & Spencer Product-related crises Case study: the Tylenol tale Case study: what took the fizz out of Perrier Case study: Coca-Cola Who will have a crisis? What kind of crisis will happen? Case study: Mercury Energy turns off the power Summary 8. Perception is the reality A tale of three sorry tankers Case study: Exxon Valdez Case study: Braer Case study: Sea Empress in distress Summary 9. The media in crisis situations Case study: how Total got it right Case study: how smaller businesses survive crisis Case study: Virgin train crash Gaining media support The media as an ally Case study: Thomas Cook coach crash Monitoring the media Summary 10. The legal perspective Legal pitfalls when communicating in crisis Case study: Herald of Free Enterprise So what is the lawyer's role in a crisis? Compensation Ex-gratia payments Summary 11. Planning for the unexpected Calm and positive thinking Deeds versus declarations Planning to manage the crisis Appointing the teams Communication hardware Crisis prevention Selecting team members Putting the plan in writing Testing everything Summary 12. Crisis communications management Background information to seize the initiative Set up a press centre Managing the press conference Dealing with the television interview Coping with hundreds of telephone calls Responding to calls from relatives Case study: misinformation over mining deaths in Virginia - in a crisis no information is more important than correct information to families The news release Keeping employees informed Using your website The role of the emergency services When it is all over Summary
PART 1 RISK ISSUES MANAGEMENT 1. Outside-in thinking Who can we trust? Consumer power and the rise of a non-governmental order Case study: Oxfam attacks Starbucks Dealing with risk Case study: MMR Handling the organizational response The advocacy approach Public consultation - building dialogue into the communications process The rise of the precautionary principle Case study: phthalates in toys Case study: Chinese takeaways hit North American and UK business Summary 2. Issues management defined What is issues management? What about the sceptics? What is an issue? Who should practise issues management? What are the functions of issues management? Summary 3. Planning an issues management programme - an issues management model Issue lifecycle Case study: Vioxx - never ignore the warning signs Case study: Monsanto wrecked brand and lost opportunity Case study: Arla product boycott in the Middle East - issues management planning needs to be global Case study: 'In the goo' - industry failing to learn the lessons Case study: Sony and Dell Hell - prevention is better than cure The importance of early action Case study: Ribena found wanting Summary 4. CSR: the new moral code for doing business Introduction The growing business imperative What constitutes good socially responsible corporate behaviour New business values Case study: BP's fall from grace CSR best practice policy development and management Summary 5. An issue ignored is a crisis ensured Case study: decommissioning the Brent Spar - implications for a global industry Case study: the story of Bernard Matthews, his turkeys and avian flu Case study: drug pricing in South Africa - the business perspective is not the only perspective Case study: business response to climate change - Wal-Mart, Exxon, Virgin Case study: Celebrity Big Brother 27 6. Implementing an issues management programme Examples of issue management models and processes Summary PART 2 CRISIS MANAGEMENT 7. So it hits the fan - now what? Case study: Cadbury salmonella outbreak Case study: the Asian tsunami and the travel industry Business crises Case study: Sayonara Citibank How the mighty fall Case study: Northern Rock on the rocks Case study: Piper Alpha catastrophe Case study: Paddington rail disaster CEOs are not infallible Case study: Marks & Spencer Product-related crises Case study: the Tylenol tale Case study: what took the fizz out of Perrier Case study: Coca-Cola Who will have a crisis? What kind of crisis will happen? Case study: Mercury Energy turns off the power Summary 8. Perception is the reality A tale of three sorry tankers Case study: Exxon Valdez Case study: Braer Case study: Sea Empress in distress Summary 9. The media in crisis situations Case study: how Total got it right Case study: how smaller businesses survive crisis Case study: Virgin train crash Gaining media support The media as an ally Case study: Thomas Cook coach crash Monitoring the media Summary 10. The legal perspective Legal pitfalls when communicating in crisis Case study: Herald of Free Enterprise So what is the lawyer's role in a crisis? Compensation Ex-gratia payments Summary 11. Planning for the unexpected Calm and positive thinking Deeds versus declarations Planning to manage the crisis Appointing the teams Communication hardware Crisis prevention Selecting team members Putting the plan in writing Testing everything Summary 12. Crisis communications management Background information to seize the initiative Set up a press centre Managing the press conference Dealing with the television interview Coping with hundreds of telephone calls Responding to calls from relatives Case study: misinformation over mining deaths in Virginia - in a crisis no information is more important than correct information to families The news release Keeping employees informed Using your website The role of the emergency services When it is all over Summary
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