ListenLogic - Wall Street Journal Enteprise Social Risk Lessons
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Review of the corporate social risk lessons ListenLogic's analysis report of the Chobani mold crisis commissioned by The Wall Street Journal.
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The story describes a lazy lion who takes credit for the work of smaller animals. A fox and wolf come to the lion with broken items, a watch and TV, skeptical he can fix them. The lion disappears and returns the items repaired. It's revealed the lion's cave contains rabbits doing intricate work. Though unworthy, the lion receives credit due to the skills of his subordinates. A second story depicts a hardworking rabbit writing a seemingly absurd thesis on rabbits eating predators. When challenged, he takes doubters into his burrow where a lion resides, implying the rabbit's success is due to his supervisor rather than his own work. Both stories suggest managers may be praised for the accomplishments of their teams.
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Pharmaceutical companies face growing social risks and threats from various sources. These include risks to reputation from crises discussed on social media, brandjacking where hostile actors impersonate brands online, monitoring off-label drug usage and counterfeiting mentioned on social platforms, understanding patient perceptions of drugs, protecting intellectual property from theft, managing various legal risks emerging on social media, and preventing employee misconduct. Advanced social intelligence is needed to detect and address these threats in real-time to strategically protect pharmaceutical brands and enterprises.
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1. The first story describes a turkey that eats turkey dung to build up strength to climb a tree, but is eventually shot by a farmer when reaching the top.
2. The second story is an allegory where different body parts argue over who should be the "boss", and they eventually decide the asshole should be boss since it makes the others' lives difficult when on strike.
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By I,H
Hiring Ron Johnson as CEO for JC Penny Company seemed like the ideal solution to the organization’s struggles. Unfortunately, bringing on the former Apple executive led to a lack of evaluation of other alternatives. McShane & Von Glinow (2015) mention that when decision makers find an opportunity like being able to hire Ron Johnson, there is no need to consider several alternatives because this opportunity is the solution. JCP stakeholders believed that Ron could fix the company and his work at Apple only made him that much more attractive. JCP’s largest shareholder, William Ackman confirms this when he said, “Ron Johnson’s record of retailing success makes him the ideal leader to fix JCP” (McShane & Von Glinow, 2015, p. 187).
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Defending his approach with the notion that his solutions and ideas worked at Apple proved to completely backfire on Ron and his team. The missing piece here is creativity. Linda Hill points out that innovation is all about collective genius through a paradox that can unleash talents and harnesses them to be useful (Hill, n.d). Ron needed to allow those who know and understand the JCP customers to engage in the creative process of preparation, incubation, illumination and verification (McShane & Von Glinow, 2015). This would have of allowed those closer to the everyday detail that runs the retail department store to prepare and think about what the actual problem is and thoroughly think about what decisions can be made. Spending time on what matters and not focusing so much on the issues would have of led to the illumination, the ah-ha moment where the real problem could have of been identified and then realistic solutions could be experimented that would work for JCP not necessarily Apple.
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McShane, S. L., & Von Glinow, M. (2015). Organizational Behavior emerging knowledge, global reality (7th ed.). New York, NY: McGraw-Hill Education.
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The document provides three corporate lessons through short stories with morals. The lessons are:
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How People Make Buying Decisions
Why do you buy the things you do? How did you decide to go to the college you're attending?
Where do you like to shop and when? Do your friends shop at the same places or different places?
Marketing professionals want to know the answers to these questions. They know that once they
do, they will have a much better chance of creating and communicating about products that you
and people like you will want to buy. That's what the study of consumer behavior is all about.
Consumer behavior considers the many reasons why—personal, situational, psychological, and
social—people shop for products, buy and use them, and then dispose of them.
Companies spend billions of dollars annually studying what makes consumers "tick." Although
you might not like it, Google, AOL, and Yahoo! monitor your web patterns—the sites you search,
that is. The companies that pay for search advertising, or ads that appear on the web pages you
pull up after doing an online search, want to find out what kind of things you're interested in.
Doing so allows these companies to send you pop-up ads and coupons you might actually be
interested in instead of ads and coupons for products such as Depends or Viagra.
Massachusetts Institute of Technology (MIT), in conjunction with a large retail center, has
tracked consumers in retail establishments to see when and where they tended to dwell, or stop to
look at merchandise. How was it done? By tracking the position of the consumers' mobile phones
as the phones automatically transmitted signals to cellular towers. MIT found that when people's
"dwell times" increased, sales increased, too (Economist, 2009).
Researchers have even looked at people's brains by having them lie in scanners and asking them
questions about different products. What people say about the products is then compared to what
their brain scans show—that is, what they are really thinking. Scanning people's brains for
marketing purposes might sound nutty. But maybe not when you consider the fact that eight out
of 10 new consumer products fail, even when they are test-marketed. Could it be that what people
say about potentially new products and what they think about them are different? Marketing
professionals want to find out (Economist, 2009).
Studying people's buying habits isn't just for big companies, though. Even small businesses and
entrepreneurs can study the behavior of their customers with great success. For example, by
http://www.saylor.org/site/textbooks/Principles%20of%20Marketing.pdf
http://www..
Nice Literature Review Paper Sam
This document provides instructions for creating an account and submitting an assignment request on the website HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email, 2) Complete a 10-minute order form providing instructions, sources, and deadline, 3) Review bids from writers and choose one, 4) Review the completed paper and authorize payment, 5) Request revisions to ensure satisfaction and receive a refund for plagiarized work. The purpose is to help students get high-quality assignment writing assistance through this online platform.
Shakespeare Othello Essay Topics. Online assignment writing service.
This document outlines the design of a case study to analyze the effects of Antaquil versus placebo on cravings in individuals with alcohol dependence. The design calls for a double-blind, randomized study involving multiple outpatient clinics. Qualifying participants will be randomly assigned to receive either Antaquil or placebo. Researchers will assess and compare craving levels between the two groups using a two sample t-test to analyze differences in means. The goal is to determine if Antaquil is effective at minimizing alcohol cravings.
Mc kinsey social_impact_bonds_report (1)
This report analyzes the potential for social impact bonds (SIBs) in the US. SIBs are a new approach to scaling social programs where private investors provide upfront capital for preventative social services, and the government only pays if pre-determined outcomes are achieved. The report assesses SIB potential in homelessness and criminal justice, finding they could work in both areas given remediation costs, proven interventions, service providers, and target populations. It also describes the roles and capabilities required of each stakeholder - service providers, government, investors, intermediaries, and evaluators - for SIBs to function effectively in the US.
Landscape Writing Paper. Online assignment writing service.
The passage describes an encounter between the historical architect Donato Bramante and a modern setting in Washington D.C. in 2015. Bramante is surprised to find himself transported to the future from 1514 Rome. He is impressed by the grand United States Capitol Building, finding similarities between its architecture and his own designs for St. Peter's Basilica. The building's use of Corinthian columns echoes Bramante's plans.
Theories of counselling and psychotherapy
This document provides an overview of Sigmund Freud's psychoanalytic theory of counselling and psychotherapy. It discusses Freud's key theoretical assumptions, including that human behavior is determined by unconscious forces and sexual drives. Freud believed personality develops through oral, anal, phallic, and other psychosexual stages in early childhood. The document also outlines Freud's concepts of the id, ego, and superego; defensive mechanisms; and his contributions to understanding the unconscious through dream analysis, free association, and slips of the tongue.
Tainted Yogurt: A Case Study
This was presented to a DePaul University Graduate Corporate Communications class and focused on Chobani's 2013 mold crisis.
Week 3, Consumer Behavior How People Make Buying Decisions .docx
Week 3, "Consumer Behavior: How People Make Buying Decisions" was derived from Principles of
Marketing, which was adapted by the Saylor Foundation under a Creative Commons Attribution-
NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by the work's
original creator or licensee. © 2015, The Saylor Foundation.
Week 3
Consumer Behavior:
How People Make Buying Decisions
Why do you buy the things you do? How did you decide to go to the college you're attending?
Where do you like to shop and when? Do your friends shop at the same places or different places?
Marketing professionals want to know the answers to these questions. They know that once they
do, they will have a much better chance of creating and communicating about products that you
and people like you will want to buy. That's what the study of consumer behavior is all about.
Consumer behavior considers the many reasons why—personal, situational, psychological, and
social—people shop for products, buy and use them, and then dispose of them.
Companies spend billions of dollars annually studying what makes consumers "tick." Although
you might not like it, Google, AOL, and Yahoo! monitor your web patterns—the sites you search,
that is. The companies that pay for search advertising, or ads that appear on the web pages you
pull up after doing an online search, want to find out what kind of things you're interested in.
Doing so allows these companies to send you pop-up ads and coupons you might actually be
interested in instead of ads and coupons for products such as Depends or Viagra.
Massachusetts Institute of Technology (MIT), in conjunction with a large retail center, has
tracked consumers in retail establishments to see when and where they tended to dwell, or stop to
look at merchandise. How was it done? By tracking the position of the consumers' mobile phones
as the phones automatically transmitted signals to cellular towers. MIT found that when people's
"dwell times" increased, sales increased, too (Economist, 2009).
Researchers have even looked at people's brains by having them lie in scanners and asking them
questions about different products. What people say about the products is then compared to what
their brain scans show—that is, what they are really thinking. Scanning people's brains for
marketing purposes might sound nutty. But maybe not when you consider the fact that eight out
of 10 new consumer products fail, even when they are test-marketed. Could it be that what people
say about potentially new products and what they think about them are different? Marketing
professionals want to find out (Economist, 2009).
http://www.saylor.org/site/textbooks/Principles%2520of%2520Marketing.pdf
http://www.saylor.org/site/textbooks/Principles%2520of%2520Marketing.pdf
http://www.saylor.org/site/textbooks/Principles%2520of%2520Marketing.pdf
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://.
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ListenLogic - Wall Street Journal Enteprise Social Risk Lessons
- 1. The Wall Street Journal: Five Critical Corporate Lessons In Managing Social Threats
- 2. Overview: Situation Timeline September 5: Chobani issues a nationwide “voluntary withdrawal” of yogurt with apparent mold issues. September 6: WSJ commissions ListenLogic to conduct in-depth social universe analysis of the issue. September 9: ListenLogic delivers initial report to WSJ with analysis of the crisis and key takeaways for corporations. September 17: WSJ releases findings in their Risk & Compliance Journal entitled „Chobani Gets Lessons in Power of Social Media.’ Here is a review of five major lessons from the crisis…
- 3. Lesson 1: Advanced Warning Critical Chobani issues a “voluntary withdrawal” on 9/5/13, however open social universe analysis reveals increased mold discussion volume starting on 8/19/13 weeks prior to Chobani‟s reaction. 0 5 10 15 20 25 Chobani Mold Social Discussion Volume Lesson: Engage advanced real-time detection of emerging social threats to immediately get ahead of issues.
- 4. Lesson 2: Proactive Communication Key On 8/30/13 a grocery store employee tweets Chobani issues a “recall.” Chobani responds saying “we…assure you we haven‟t issued a recall.” Chobani later tells WSJ they issued a “voluntary withdrawal,” not a “recall,” but did not clarify this in their response, and initially indicated all was well with their product which caused further confusion and frustration. Lesson: Adopt a 4C crisis communication approach that is clear, concise, consistent and credible.
- 5. Lesson 3: Scope Understanding Important Chobani admits they were unprepared for the volume of consumer mold inquiries. As Chobani told WSJ, “We‟ve seen people frustrated online because they can‟t get through to our customer loyalty team…in a typical week we might see a couple thousand emails; now we‟re seeing multiples far greater than that.” Chobani‟s response issues have competitors and activists to pouncing. Lesson: Engage advanced social threat tracking technology/expertise to deliver clear understanding of the scope and complexity of the issue for more effective, timely response. John Stamos, Oikos Spokesman
- 6. Lesson 4: Risk Connection Crucial The delayed response in concert with Chobani‟s repeated use of what some consumers have called “canned responses” to health and issue inquiries indicates a seemingly lack of direct connection with their internal crisis experts (e.g. General Counsel, Chief Compliance Officer, etc.) and the issue. In this example the consumer states she does not feel safe eating Chobani, and Chobani‟s response Focus is on getting her new yogurt. Lesson: Develop a response strategy driven by crisis experts with genuine, direct responses on addressing consumer concerns.
- 7. Lesson 5: Smart Evolution Necessary Chobani admittedly has had clear multidimensional issues in identifying and addressing this crisis, but indicates they are looking to stay the course in their social strategy which they view as neither a marketing nor a risk- management function. As Chobani told WSJ, “It‟s not a marketing vehicle, it‟s an engagement vehicle…we wouldn‟t…put it under the risk function.” Lesson: Social media does not need to be solely under the risk function, but detecting threats and tracking risks from the open social universe is critical to protecting the enterprise and customers. Detecting these social risks should be directly connected to the enterprise’s risk stewards to not only immediately identify and mitigate these threats, but also provide a better, safer experience for customers.
- 8. Protect Your Brand For a complimentary review of your organization‟s social risk vulnerabilities as well as an analysis of the top five social threats currently facing your company, contact: Mark Langsfeld ml@listenlogic.com 215.283.6393 x102 Are you a professional who manages enterprise risk in Corporate Communications, Legal, Compliance, Finance or another discipline? Request your complimentary copy of the industry‟s first executive handbook on social risk at: ListenLogic.com/risk/enterprise-social-risk-book/