Wednesday, November 28, 2012
Tuesday, November 20, 2012
Last week in our public relations writing course, we were assigned teams and simulated crisis press briefings to implement for our classmates. One of the teams was assigned to develop a crisis plan and execute a briefing for the Costa Concordia crash last January. Their plan included a comprehensive response outline, including responses for social media and the company's website. Overall, I was very impressed with their professionalism and key talking points for this simulation!
However, one suggestion for improvement would be to avoid labeling this accident as an "isolated incident." The faux CEOs of Costa and Carnival both used this term occasionally in an attempt to reassure their stakeholders that an accident of this nature would likely not repeat itself. While I see the value of that reassurance, I believe the wording of "isolated incident" has the side effect of connoting minimization of the event's severity. That effect was obviously not their intention, and the words "isolated incident" are used quite often in crisis responses by organizations. However, I would advise CEOs and spokespeople to avoid the use of that phrase.
I thought that the group's stress on their cooperation with the Italian authorities lent a significant amount of strength to their presentation. Also, they kept a serious yet positive tone throughout the briefing, which conveyed their wholehearted commitment to remedying the situation. For example, when the customer service representative (played by Jen Zink) was talking about the reparations being made to the passengers and families affected, she began by saying that "what was lost can never truly be replaced." This validates the emotions felt by the affected customers, showing that the company understands and sympathizes with their plight.
Overall, the Costa/Carnival group's press briefing was an effective communication of the company's commitment to fixing the situation and taking responsibility for the events that transpired. It is difficult, if not impossible, for an organization to predict 100% of the possible crises that may arise due to human error or technical failures. However, if organizations respond as this group did in their simulation, they will likely survive such a crisis.
Monday, November 12, 2012
Last Friday, Newhouse welcomed back many distinguished alumni for "PR Day," a day of lectures and discussions aimed at providing current students with valuable insights into their future careers. The morning session was led by Jim Olson, Vice President of Global Corporate Communications for Starbucks. Equipped with twenty-one years of experience in the field since graduating in 1991, he shared his, and Starbucks', vision of what "21st Century Leadership" means.
The lecture began with Olson explaining the transformation of Starbucks from a company of "commoditization" to one based on values and experience that began in 2007, with a memorandum from Howard Schultz to the corporate leadership. In this memo, Schultz stressed that in order to not fail as a corporation, they must get back to "the core" of the company: the Starbucks experience. The tumultuous period following this memo included a sharp dive in stock prices and store closings to re-train employees. However, as Olson put it, "it was an investment we had to make."
"Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time"-Starbucks' mission statement
In the years since Starbucks' dramatic transformation, the corporate leadership, particularly Howard Schultz (CEO), has led the company toward a unique business strategy based on values, community and social responsibility. Rather than corporate social responsibility (CSR) being a function only of the public relations or community relations department, the values behind CSR drive all decision-making at the organization. For example, in August 2011, as the United States seemed to be drowning under a weight of debt and unemployment, Schultz saw himself in a unique position to make a change in the communities in which Starbucks operates. With Olson and the communications teams' help, Schultz and Starbucks began inspiring CEOs to take a serious look at the state of federal politics and to focus on job creation within their own organizations rather than petty partisan arguments. Rather than being reactive in their approach to CSR, and only implementing programs directly linked to a tangible ROI for the company, Starbucks was proactive in "using its scale for good" across the country.
The idealist inside each of the many public relations students attending this lecture was inspired by Olson's presentation. Could this be the business of the future?! Corporations holding strong to their mission, making business decisions based on values, not just financial value?! If public relations as a practice goes the way that Newhouse teaches us to practice it, I'd like to think this will be the business environment of the future. Fundamentally, the success of every organization is linked directly to the well-being of its constituents. In order to be successful in business, organizations must also be successful in people. As Olson informed us, "a successful business all starts with culture."