Crisis Management And Public Relations Workshop 1210


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Crisis Management And Public Relations Workshop 1210

  1. 1. Publics Relations and Crisis Management<br />Ian Wilson<br />
  2. 2. House keeping<br />Respect for all<br />One at a time<br />Mobile phones on silent<br />Toilets<br />Breaks – morning and afternoon<br />Lunch<br />Interactive and Fun<br />Question’s<br />Action plan’s<br />
  3. 3. Introduction<br />Name<br />Department<br />What is your objective of the workshop? <br />Warm-up for learning!!! <br />
  4. 4. Tracking New Learning<br /><ul><li>Review what has been learnt at the end of the workshop – how it applies to you, what you should do next – IMPLEMENTATION
  5. 5. Agree and write up action plans</li></li></ul><li>Are you listening?<br />
  6. 6. Workshop Agenda – 6th Dec<br />What is PR, reputation, perception and relationship management.<br />The importance of value led organisations<br />The different forms of PR<br />Why modern PR – INTERDENDENCE<br />Adopting a new way of thinking about the customers<br />PR within the Communications mix<br />
  7. 7. Workshop Agenda – 7th Dec<br />The link between corporate identity, image and reputation<br />Why corporate reputation matters<br />Corporate comms – marketing, organisational and management communications<br />The role of positioning an image creation<br />Corporate Advertising – a tool of PR<br />The importance of identity structures<br />Building a corporate image and sustaining that reputation.<br />
  8. 8. What is PR?<br />It is a field concerned with maintaining a public image for a business NFP organisation, high profile people – Tony Blair, David Beckham, BP, RSPCA.<br />It builds rapport with – everyone!!<br />Why? To influence<br /> To position yourself as one of a trusted advisor<br /> To promote and protect <br />
  9. 9. Types of PR<br />Financial public relations<br />Consumer/lifestyle<br />Crisis public relations<br />Industry relations<br />Government relations<br />
  10. 10. Crisis Management<br />‘The process by which any organisation deals with a major event that threatens to harm itself, stakeholders and the general public’<br />It is not risk management but a tool for management to respond to both the reality and perception. <br />What is a crisis?<br />Recent crisis's or PR events?<br />
  11. 11. Types of Crisis<br />Natural Disasters<br />Technological crisis<br />Confrontation<br />Malevolence<br />Skewed management values<br />Deception<br />Management misconduct<br />
  12. 12. What does a crisis look like <br />Sudden<br />Smouldering crises<br />Signal detection<br />Preparation and preventation<br />Containment and damage control<br />Business or organisational recovery<br />Learning<br />
  13. 13. Models and theories<br />Crisis Management Model<br />Management Crisis Planning<br />Contingency Planning<br />Business Continuity Planning<br />Structural Functional systems theory<br />Diffusion on innovation theory<br />Role of apologises in a crisis<br />Crisis leadership<br />Unequal human capital theory<br />Public Relations<br />
  14. 14. Good and Bad PR Events<br />Good Bad<br />Mattel Bhopal<br />Pepsi Exxon<br /> BP<br />Which one’s do you remember?<br />
  15. 15. PR and Crisis Management<br />Value led organisation<br />Core values<br />Leadership<br />Management<br />
  16. 16. Value led organisations<br />Values<br />Leadership<br />Interdependence<br />Awareness<br />Market led<br />Marketing and communications<br />People<br />Recruitment and training<br />Quality and professionalism<br />
  17. 17. PR and the Media<br />Media led PR<br />- Newspapers and journals<br />- Television and radio<br />- Organisational websites<br />- Associated web sites<br /> - Events, marketing lead – Flash, Viral, WOM<br />- Social networking – Facebook, Twitter<br /> - Centres of Influence<br /> - Spin and lobbying<br />
  18. 18. PR and the Media<br />A values led organisations will be INTERPENDANT<br />Interdependence is a dynamic of being mutually and physically responsible to, and sharing a common set of principles with others.<br />The ultimate good woven together working together - reliant on each other economically, socially environmentally and politically<br />THE ULTIMATE IN PR and CRISIS MANAGEMENT<br />
  19. 19. The Experience Economy<br />THINK LIKE A BUYER<br />The experience economy has been described as the next economic stage after the service economy which proceeded the industrial economy.<br />For the customer it is not just about the service or product but the experience, the memory of that event. It is essentially what the value added elements of an organisation – ‘The Extra’s’<br />Customer Experience Management (CEM) the transition from (CRM)<br />SATISFIED LOYAL ADVOCATE’S<br />
  20. 20. The Experience Economy<br />Customer experience solutions address the cross-channel (contact center, Internet, self service, mobile devices, brick and mortar stores), cross-touch-point (phone, chat, email, Web, in-person), and cross-lifecycle (ordering, fulfilment, billing, support, etc.) nature of the customer experience process. By contrast, CRM solutions tend to offer point solutions for specific customer-facing functions such as, but not limited to, sales force automation, customer analytics, and campaign management.<br />Experience-based providers(DISNEY, COCA-COLA, GE) also integrate both internal and external innovations to create end-to-end customer experiences. They evaluate their business models as well as business support systems and operational support systemsfrom the customer’s point of view to achieve the level of customer-centricity necessary to improve customer loyalty, churn and revenue <br />
  21. 21. Communications Mix<br /> Promotional Mix<br />Advertising<br />Personal Selling<br />Sales Promotion<br />Public Relations<br />Corporate Image<br />Sponsorship<br />Direct Marketing<br />Exhibitions<br />
  22. 22. Q and A <br />