1) In the late 1990s and early 2000s, AT&T struggled with its image and reputation as it underwent major restructuring, acquisitions, and faced new competition.
2) A key symbol of these struggles was the "Golden Boy" statue outside AT&T's headquarters, which came to represent how the company had been both "regilded" and "gelded".
3) AT&T's CEOs took bold actions like acquisitions and job cuts, but failed to manage expectations and address concerns of stakeholders, damaging the company's image.
An updated presentation on data about the non profit sector in Alberta as well as trends coming at the sector in the areas of demography, fundraising, workforce and poverty, social media and more.
An updated presentation on data about the non profit sector in Alberta as well as trends coming at the sector in the areas of demography, fundraising, workforce and poverty, social media and more.
Integrating PR: How integrated marketing communications can save public relat...Duncan Chapple
Sheffield University Management School is a triple-accredited business school with a world-class reputation for high quality teaching, ground-breaking research and cutting-edge thinking. Part of Britain's elite Russell Group of research-driven universities, it runs one of the few MBA programmes to involve a compulsory semester-long course on Integrated Marketing Communications. This 2006 presentation was given to MBA students at the school to outline the opportunities for public relations, the obstacles preventing PR from meeting its potential, and the solutions for both PR as a function, and for MBAs looking to move up in the industry.
What you need to know this week (w/c June 4 2018)Damian Radcliffe
A dozen news stories and digital developments worth noting, as selected by my "Demystifying the Media" class at the University of Oregon.
Stories covered: NYT on Showtime, breaking up Amazon, Birthual Reality, Fortnite, Brands and Facebook, Messaging Apps, Roseanne, Responsible Tech, Gaming on Facebook, NYT's personalization plans, Comcast vs. Disney, NFL and the First Amendment.
AOL Time Warner Merger Case Study Strategic Analysis, performing a SWOT, discussing the Culture of both firm's using Henry Mintzberg's Model, and evaluating the strategy.
Integrating PR: How integrated marketing communications can save public relat...Duncan Chapple
Sheffield University Management School is a triple-accredited business school with a world-class reputation for high quality teaching, ground-breaking research and cutting-edge thinking. Part of Britain's elite Russell Group of research-driven universities, it runs one of the few MBA programmes to involve a compulsory semester-long course on Integrated Marketing Communications. This 2006 presentation was given to MBA students at the school to outline the opportunities for public relations, the obstacles preventing PR from meeting its potential, and the solutions for both PR as a function, and for MBAs looking to move up in the industry.
What you need to know this week (w/c June 4 2018)Damian Radcliffe
A dozen news stories and digital developments worth noting, as selected by my "Demystifying the Media" class at the University of Oregon.
Stories covered: NYT on Showtime, breaking up Amazon, Birthual Reality, Fortnite, Brands and Facebook, Messaging Apps, Roseanne, Responsible Tech, Gaming on Facebook, NYT's personalization plans, Comcast vs. Disney, NFL and the First Amendment.
AOL Time Warner Merger Case Study Strategic Analysis, performing a SWOT, discussing the Culture of both firm's using Henry Mintzberg's Model, and evaluating the strategy.
AT&T’s Announcement: "We've begun a formal advertising media and creative agency review that will cover all traditional and digital services in the U.S. for our Entertainment Group, Business Solutions and Corporate Brand work." (Adweek)
AT&T is looking to adopt "a single integrated media and creative operating model made up of affiliated agencies. Doing so will improve efficiencies, quality and consistency across our portfolio."
Current & Previous Agencies: The primary media incumbent is WPP’s MEC, which won a consolidation review back in 2007, when the client was spending an estimated $2.3 billion annually. Prior to that review, five shops handled the business including MEC, Digitas, GSD&M Idea City, Initiative and OMD.
How Consumer Brands Create a Culture on Social MediaAndrew Salmon
For full resolution, download the presentation.
This report examines the social media practices of 10 top consumer brands, and how they succeed or fail to communicate an identity, and establish and foster a culture online. The takeaways from this analysis will provide insights from each brand’s social tendencies, and provide best practices for how consumer brands should be engaging on social media.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Gilded or Gelded - HBR article summary by Group 1
1. Gilded and Gelded
Hard-Won Lessons from the PR Wars
By
Dick Martin
A summary by Promotional Strategy Group 1
Rishi Singh | Shilpa Hembrom | Vartika Jaiswal | Divya Teegal
2. In the 1980s AT&T decided
to move up-town from 195
Broadway to Madison
Avenues
Golden Boy, a 24 feet statue
of AT&T became a metaphor
its history since it was re-
gilded and gelded
3. Stock boosters, image
consultants and
executives work to gild a
company’s image while
special interest group,
politicians and business
media can end up
gelding it
4. • AT&T was known as the icon
of American business
• But the firm took a beating
after disintegrating its
traditional business and as
new competitors starting
emerging
• Competitors with slashed
prices and fabricated
financials succeeded in
winning customers
• Besides competition AT&T
also ended up making some
strategic blunders
5. • In 1997, CEO, Robert E. Allen’s
heir apparent left the firm to
join a startup with $25 million
richer in 9 months
The New CEO
• The CEO was then eased aside
and C. Michael Armstrong was
appointed as the new CEO
• Armstrong, the earlier CEO of
Hughes Electronics, started his
journey with AT&T by focusing on
slashing costs
6. • Even before Armstrong‘s 5 year
term could finish, the company got
hammered as the usually slow-
changing AT&T failed to convince
the stakeholders that it was
changing fast
• The company kept a low profile to
avoid raising unrealistic short-term
expectations but this eventually hit
them back and was one of their
blunders
AT&T under Armstrong
7. • Armstrong was
criticized for moving
too fast and being
bold, the very thing for
which he was lauded
earlier
• There is need at time
to burnish to highlight
company’s attractive
features but it also
entails risks
Don’t Fall in Love with your own Story
8. • Late 1997 was a turning point
for AT&T. It had been 13 years
since it was broken up and
one year since it spun off its
equipment arm and its
troubled computer unit
• The break up or Trivestiture
was meant to allow AT&T to
focus on its communication
services business
The Trivestiture
9. • Post the passage of Telecommunications
Act, 1996, lots of strong long distance
carriers and regional bell competitors
came in like MCI and Sprint
• The Act had enabled the competitors to
enter into the long distance business
that comprised of 100% of AT&T’s profit
• In comparison to competitors’
packaging with local services and suit to
strike down leasing their networks,
AT&T failed to offer competing service.
Telecommunications Act, 1996
10. • After 3 months of being media
shy, Armstrong on Jan 25, 1998
came up with a successful
analysts conference on cost
reduction measures and laying
off of 18,000 jobs via early
retirement
• Armstrong was impressive in
media and was succeeding in
winning them but also raised
expectations
The Turnaround
11. • Series of quick acquisitions by
AT&T made it the largest
owner of cable TV systems in
the country. Its revenue
growth rate doubled.
• The attempt was to establish
AT&T as a one-stop solution for
both wired and wireless voice,
data communications and
cable TV
The Acquisitions Saga
12. The Time Warner Agreement
• In Jan 1999, AT&T publicized a prospective agreement with
Time Warner, but the unsuccessful deal led to a disaster for it
• The aggression created a damage beyond repair. Many deals
failed or fell apart
Revenues from
voice long
distance
$32 billion debt in
acquisitions Liquidity Crisis
13. WorldCom Fraud
A major long
distance competitor,
WorldCom
meanwhile in order
to maintain its
growth rates
engaged in the US’
biggest fraud of $11
billion
14. The Restructuring Plan
Armstrong in 2000 decided to again restructure the company
by spinning off to shareowners the wireless and cable
businesses
Purpose: To unlock hidden value for holders of AT&T
Fortune that in 1999 Fortune that in 2000
Finally AT&T
has an
Operator
Say Goodbye
to AT&T
15. Understand the Business Media ‘s Mindset
TOP EXECUTIVES
Where do today’s media Coverage
Focus on to “personalize” their
story??
18. What does media look for ??
Could AT&T Rule
the world ??
(Fortune)
CEO Bob Allen
Has transformed
AT&T as risk taker
“Business week”
Why Allen's latest
plan wont work?
“Fortune”
When will the Bad
news end ?
“Business week”
Conflict Drama
SetbacksMean-spirited
Feedbacks
26. • AT&T decision to eliminate
40,000 jobs
• Media Coverage
• Higher stock prices
• Employees emotions
• Golden Boy Statue
“Perhaps one of the greatest public
relations challenges is getting CEOs to
address stakeholder’s emotional
concerns. We failed at this more than
once”
Symbolism of Facts
27. Pay More Than Lip Service to Your
Stakeholders
“Public relations is not about polishing an
image or creating buzz; it’s about building
long-term relationships between an
institution and its stakeholders.”
28. The Focus Controversy
• A cartoon was printed in a
publication for employees, Focus
• A drawing intended to depict
telephone calling around the world
• Stereotypical figures: a man in a
beret in Europe and a monkey on
the phone in Africa
29. Reaction and Damage
control
Realised its mistake early and
issued an apology letter
“The cartoon became a lightning
rod for every diversity grievance
employees were harboring.
These grievances were shared
with outsiders ranging from the
NAACP to Jesse Jackson.”
30. Reality of the situation
• AT&T - most generous
corporate donors to
African-American
organizations
• Spends >$1 billion a year
with firms owned by
women or people of
color
31. Learning the Lessons
• Don’t become hypnotized by
your own buzz
• Understand the way the
business media think
• Be sensitive to the emotional
resonance of what seem to be
straightforward facts
• Address, simultaneously and
sincerely, the needs of all your
stakeholders