1. Intro to PR – Communications Plan Assignment
Nicholas Elliott
Emily MacKenzie
2015/12/14

2. [1. Situation Analysis]
Background
Beck Taxi was founded in 1967 by Jim Beck. Over the next five decades it grew into the largest privately-
owned non-co-op dispatch company in North America while its signature orange-and-green taxis became an
iconic image of Toronto. Beck has easily the largest fleet of all taxi companies in Toronto, over 1750, almost
double that of the second largest fleet, Co-Op Cabs, which has around 900. This allows Beck to have much
greater coverage over the entire city of Toronto than any other taxi company. Today the company is run by Jim
Beck’s daughter, general manager Gail Beck-Souter.
Internal Assessment
Beck’s main competitors are the other taxi companies in Toronto, all of whom are smaller, and Uber, which
vastly outnumbers Beck and their contemporaries with its estimated 15,000 drivers.
Recently, Beck has responded to Uber’s presence by rebranding themselves and attempting to modernize,
including creating iPhone and Android apps designed to offer a customer experience similar to that of Uber.
Unfortunately, the company is still in the past. They want to modernize yet still use the two-way radio system,
even going as far as praising it as a staple of their company (source: http://www.cbj.ca/beck_taxi/), but they do
it only for the sake of sparing their older drivers having to update to the new technology that is standard in their
vehicles now anyway. This policy only creates drivers who do not mesh well with modern consumers expecting
modern business practices, which in turn can negatively affect customer service. Particularly in a post-Uber
transportation environment, Beck should not shy away from demanding its employees remain current along
with the company.
External Assessment
Beck, along with the rest of Toronto’s taxi industry, is currently losing many customers to the new competitor
Uber. While Uber’s operations are illegal in Canada and the company has outright declined to halt its operations
while municipal governments decide what regulations must be applied to them, they have not faced any legal
action from Ontario’s justice system and, in Toronto, continue to be vastly more popular and successful than all
the taxi companies combined (source: http://www.satovconsultants.com/case-studies/uber-research-study/).
Some taxi drivers have taken to protesting Uber through interrupting their service, anti-Uber signs and even
sending Uber drivers fake tickets to interfere with their business. Recently many drivers from a number of taxi
companies protested Uber by shutting down key roads in Toronto, halting the busy lives of many Torontonians.
This protest generated a massive public backlash and only provided Uber with even more customers. Currently
Beck is continuing to peacefully protest Uber through social media while waiting for the government of Toronto
to decide what must be done about Uber. This is a problem Beck has no way of addressing, whether through PR
or other means.
This comes on the heels of consistent customer complaints against Beck. Their drivers are accused of breaking
the law, attempting to cheat their customers, being rude to customers and so on. Beck could attempt to rectify
these problems through enhancing the training programs required to obtain a taxi licence. This is but one of
multiple business improvements Beck could make in order to hold their company to the standard riders demand
of them, another reason why not all of the company’s problems can be solved through PR alone.

3. Strengths
 The largest fleet in the city, with nearly 2000 taxis.
 The only taxi company who outright asked all of its drivers not to protest.
 The most modern of the major taxi companies in Toronto. Some of them, like Kingsboro Taxi, don’t even
have websites let alone smartphone apps that are in any way comparable to Uber, which only Beck has.
Beck and Co-Op Cabs are the only taxi companies with a social media presence. In addition, Beck recently
rebranded in an attempt to modernize. They still have work to do but they are taking steps in the right
direction.
 Despite the many complaints about Beck, they won the Toronto Star’s Readers’ Choice Award for Favourite
Taxi Company from 1984 to 2014. There are many Torontonians who like them and their services, and with
some company improvements that loyalty can be strengthened.
 They are actively involved in the taxi driver community, calling for action against bandit taxis, fare
decreases, etc. and standing at the forefront of the anti-Uber protests. They also highlight noteworthy drivers
on their website with videos called Get To Know Your Driver.
Weaknesses
 Beck lacks a positive social media presence. Especially in the wake of the protests, much of the company’s
social media feedback is negative, covering subjects like poor customer service calls to bad driver
behaviour. There is even an anti-Beck hashtag, #BoycottBeck. Beck doesn’t do enough to counter these
negative conversations by generating positive talk.
 Their drivers have a bad habit of parking in cycling lanes and have faced numerous customer reports of
illegal or unsafe driving.
 Even though Beck asked its drivers not to protest, they did so anyway.
 They’re still using the two-way radio rather than demanding their drivers adapt to the very digital
communication they employ, which can impede service.
Opportunities
 The holidays are coming up. Lots of people will be commuting to visit loved ones, buy presents, take
vacations.
 By creating an Uber-esque app and taking steps towards developing a stronger social media presence, Beck
is in the right place to launch a potent social media campaign directed solely at capturing the interest of their
customer base and restoring their image.
 Beck allows customers to give special instructions for drivers, including those involving parcels. This could
potentially allow Beck to tap into a whole new sector of the market: food delivery just like UberEats. Beck
has the largest fleet in Toronto, they could easily devote a few cabs to this.
Threats
 Protests, both past and future. The recent protests generated a considerable amount of negative attention for
all the taxi companies, including Beck. This only damages Beck and aids Uber. Beck needs to not only try
to recover from the impact of the protests but also demonstrate to customers that regardless of what happens
with Uber they will remain committed to moving forward as a business.
 Competing transportation services, especially Uber.

4. Opportunity Statement
The current conflict with Uber, while an issue, presents an opportunity for Beck to stand out as the paragon of
the taxi companies. They can attempt to compete with Uber directly and restore their reputation by focusing on
customer satisfaction, both for immediate scandals (the protests) and the long-term future (improving the
company in response to customer complaints).
[2. Goal and Objectives]
Goal: Keep customers wanting to use Beck’s services.
Objectives:
 Objective A: Enact damage control in response to the protests.
 Objective B: Increase Beck usage numbers.
 Objective C: Transform the conversations surrounding Beck from negative to positive.
As an extra recommendation, in addition to the initiatives outlined in this communications plan Beck should
implement some changes to its training, oversight systems and business model, both to address specific
customer complaints and to better compete with Uber. Even if the City of Toronto forces Uber to become more
like a traditional taxi company, they will likely remain competitive. The app is a great step in the right direction
but more can still be done to make Beck the ideal taxi company for Toronto. This recommendation, while
important, is not a true objective for this communications plan because it is outside of the realm of PR;
however, any improvements to company practices would be accompanied by appropriate announcements and
marketing.
[3. Audience Analysis]
Beck’s relevant audiences are as follows:
 Customers.
 Media.
 Competition.
 Employees.
 Board.
 Government.
Communications
Plans
Policies and
Practices
Board
Reports
News
Releases
Success
Stories
Customers X X X X
Media X X
Employees X X X X
Board X X X X X
Government X X

5. What they need to
know
Key messages Possible
spokespeople
Customers Any new initiatives
we announce and
how those changes
will improve their
Beck experience.
We acknowledge that
there are ways we can
improve as a
business.
We can and will do
better.
We ask you to give
us a second chance to
show you our
improved services.
Operations manager,
executives/board,
employees.
Media Any new initiatives
we announce.
Here’s what we’re
doing, tell the people.
Operations manager,
head of
communications,
customer feedback.
Employees New changes in
policy and practices,
new training, how
their duties will be
affected, etc. Tech
innovations they need
to be aware of.
We need you to be
the representatives of
our new initiative.
Through your
impeccable service
customers will want
to ride with you—
with us—again and
again.
Admin staff, internal
communications.
Board What we plan to do,
what the intended
outcomes will be,
how much it will
cost, etc.; essentially
all the information in
this communications
plan.
Beck’s reputation is
less than sterling
right now and the
arrival of Uber has
hurt us as much as
our competition, but
we’re going to do our
best to rise again.
Internal
communications.
Government We’re making
changes.
Please regulate Uber.
We are going to put
our best foot forward
and do right by the
customers while you
decide how to
regulate Uber. Just
make sure you do the
right thing.
Operations manager,
head of
communications,
executives/board.
Primary Audience: Customers.
Customers are the company’s lifeblood and highest priority, without exception. The whole purpose of this
communications plan is to respond to their complaints and make Beck more appealing in their eyes.

6.  Think/Feel: Customers are busy, rushed, stressed by numerous aspects of city life. They want a swift,
efficient, hassle-free experience. They want a dispatch that will not annoy them; prompt, reliable service; a
quick ride from a kind, honourable driver who knows the city well; a clean car to ride in; and the
convenience of being able to pay for all of it on the go, as smoothly and quickly as possible. This is one of
the biggest reasons why they love Uber so much: the automated payment systems. Once they select their
ride they don’t have to do anything else and can get on with their day.
 See: Customers see Beck’s actions in terms of how those actions affect them. Even those who sympathize
with the taxi companies’ plight due to Uber’s presence will nonetheless evaluate service through their own
expectations. The impressions that each driver, each service, each function of the app and website, etc. –
each function of the entire Beck experience gives are of critical importance when it comes to maintaining
customer good will.
 Say/Do: Customers will not hesitate to criticize what they deem to be bad service or to vote with their
wallets/phone by choosing a competing transportation service like Uber. Beck needs to do all it can to make
sure that the customers who use their services continue to do so, that previous customers who may have
jumped ship to Uber are enticed to give Beck another chance, and that future customers are tempted to
choose Beck over competitors.
 Hear: Beck also needs to make sure that customers are speaking positively of their services, for that kind of
conversation – positive reviews, recommendations, etc. – has a ripple effect that can increase Beck’s
revenue in the long run. The more people are impressed with Beck’s services, the more likely they are to
convince others to use those services, and the same applies in reverse.
[4. Strategies and Tactics]
Strategy A: Make amends for the protests to generate good will among Torontonians.
Tactic A-1: Have general manager Beck-Souter publicly apologize for Beck drivers being involved in
the protests despite having been told not to.
Tactic A-2: Host a fare-free day to compensate for the gridlocks on the roads the protests created.
Tactic A-3: Create a series of television or online advertisements expressing Beck’s regret at being part
of the protests and announcing that they’re improving their services in response.
Strategy B: Develop additional perks for using Beck services.
Tactic B-1: Leverage Beck’s special instructions policy to allow for some cabs to be used as food
delivery services for local restaurants (a customer hires a cab to collect a package from a location and bring it to
another location, paying for the same fare the cab would have accumulated were it carrying a person),
essentially creating Beck’s version of UberEats, a very popular service in Toronto. If successful, this would
drive a considerable amount of positive social media traffic for Beck, which would in turn support Objective C
and Strategy C.
Tactic B-2: Develop partnerships with local restaurants and attractions so that they will offer discounts
to patrons who used Beck taxis to arrive at their locations. When the customer specifies their destination
through the Beck app, the app examines the location and determines whether the business there is one that Beck
is partnered with; if such a partnership exists, the app gives the customer a code or other form of designation
that they would then show to the business staff to receive their discount.
Tactic B-3: Reward customer loyalty through the Beck Bucks system by implementing a clause that
incentivizes using Beck taxis and Beck Bucks. Ex. After every X rides that you pay for using Beck Bucks
(make sure this can be done through the app), your next ride is free.

7. Strategy C: Redesign Beck’s online presence.
Tactic C-1: Consolidate becktaxi.com, yourbeck.com and all other Beck websites into a single website.
In addition, offer clarifying information such as the company’s full range of coverage, what Beck Bucks are,
links to all social media channels (becktaxi.com has a link to the company’s Twitter page but not its Facebook
or Vimeo pages), etc.
Tactic C-2: Hire a communications professional or team thereof to monitor and manage
Beck’s very negative social media presence by generating positive conversations, retweeting positive feedback
and responding to negative feedback.
Tactic C-3: Make the most of the data from the Beck app’s feedback system. Use positive customer
feedback on social media channels and Get To Know Your Driver videos on the website. Use negative feedback
to influence training programs and corrective action against drivers. This system can also be used to improve
Beck’s lost-and-found services.
Tactic C-4: Transition video hosting from Vimeo to YouTube, as YouTube is by far the more popular
video hosting site and could offer many more potential views. It is worth noting that annoyed customers
regularly post small YouTube videos criticizing Beck; adopting its own channel could help the company better
respond to that feedback.
[5. Key Messages and Spokespeople]
Key Message A: Everyone makes mistakes. Let us show you how we’ve learned from ours. Coming Soon: New
and Improved, but still Your Beck.
Key Message B: Don’t just use Beck; LIVE Beck. We’re expanding our business model to better integrate our
services with the things you want in your life.
Key Message C: Connected to the city. Connected to you. Connecting you to the city. Your Beck: Always
Connected.
Spokesperson #1: Kristine Hubbard, operations manager.
What makes them appropriate: Given her constant online advocacy for Beck and for the taxi industry on a
whole, particularly her ongoing peaceful protests against Uber, she has repeatedly demonstrated her expertise
and sincerity. Whenever she speaks on Twitter against Uber, people respond, which indicates her charisma. She
is Beck’s most passionate advocate and the company’s current spokesperson, a role she should continue to
perform going forward.
Spokesperson #2: The customers themselves, through street interviews/recorded surveys on Beck’s new
policies, conducted by Beck staff.
What makes them appropriate: While we cannot guarantee their charisma, we can easily capitalize on the
expertise and sincerity that comes from the honest testimony of ordinary people. Seeing regular faces, possibly
people they know, willingly advertise Beck after being impressed by our good service can go a long way to
engendering customer loyalty.

8. [6. Evaluation]
Benchmark evaluations:
 Current brand perception and customer reactions to protest (can be identified through social media
commentary/impressions and through conducting surveys of Beck riders).
 Monthly earnings.
 Rides per month.
Objective A
Exposure/Awareness: Examine customer reaction to atonement for protests, take note of what is said in
response. Are customers impressed with Beck for their actions or do they maintain a negative stance?
Exposure: Monitor social media impressions and news coverage following atonement. How many people
accessed content related to Beck’s attempts at making amends?
Objective B
Awareness: Use metrics from the app, the website, etc., to determine how many people make use of Beck’s
new services. Do the usage trends increase, decrease or hold steady? Do enough customers invest in those
services to justify the expenses of maintaining them?
Attitude: Compare overall ride purchase and fare sales numbers from month to month and make note of trends.
Is the company making more or less money from month to month?
Exposure: Monitor app feedback and social media commentary for customer reaction to Beck’s new services.
What do customers think?
Objective C
Attitude: Tally positive and negative comments from month-to-month for a comparison. Compare this data
against monthly earnings and usage numbers (Objective B) to measure changes in customer behaviour. Are
there any significant changes? Are they changes towards a more positive or negative overall reception? Can we
see any correlations, such as between an increase in earnings and a more positive reception?
Exposure: Measure increases in likes, retweets, positive comments, etc. on Beck’s social media channels.
Compare months to assess changes in rates of social media impressions. Are customers complaining or praising
Beck more or less?
Reflection Question #1: What lessons, positive and negative, can we take away for future campaigns? What did
we do well? What could we have done better?
Reflection Question #2: Did we meet our objectives?
Reflection Question #3: Did our customers understand our messaging?
Reflection Question #4: Did our customers react positively to our new services?
Reflection Question #5: Was the campaign planned well logistically?