Risk Issues and Crisis Management in Public Relations: A Casebook of Best Practice / Edition 4

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The reputation of an organization influences whether or not we buy from, work for, supply to and invest in that organization. This fourth edition of Risk Issues and Crisis Management in Public Relations defines reputation, explores how to value it, and provides practical guidelines for effectively managing it.

This latest edition features new sections on the effects of recent world events, Corporate Social Responsibility, climate change and sustainability, legal revisions and the use of the Internet in a crisis. Featuring new case studies on Oxfam & Starbucks, Sony, Dell, BP, and Wal-mart, the book charts how rapidly the reputation management agenda moves and yet how slowly business learns.

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Editorial Reviews

From the Publisher

"Clearly written and sympathetic without taking sides, this book could really make a difference for your company if the unexpected happens." — Marketing Business
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Product Details

  • ISBN-13: 9780749451073
  • Publisher: Kogan Page, Ltd.
  • Publication date: 7/1/2008
  • Series: PR in Practice Series
  • Edition description: Fourth Edition
  • Edition number: 4
  • Pages: 256
  • Sales rank: 1,297,050
  • Product dimensions: 6.10 (w) x 9.10 (h) x 0.80 (d)

Meet the Author

Michael Regester and Judy Larkin draw on 30 years of experience advising corporations on what to do in anticipation of potential risk issues and how to cope in crisis situations. They are the founders of London-based reputation management consultancy Regester Larkin.

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Table of Contents


1. Outside-in thinking 

Who can we trust?

Consumer power and the rise of a non-governmental order

Case study: Oxfam attacks Starbucks  

Dealing with risk  

Case study: MMR  

Handling the organizational response  

The advocacy approach  

Public consultation – building dialogue into the communications process

The rise of the precautionary principle  

Case study: phthalates in toys  

Case study: Chinese takeaways hit North American and  

UK business



Issues management defined  

What is issues management?  

What about the sceptics?  

What is an issue?  

Who should practise issues management?  

What are the functions of issues management?  


3. Planning an issues management programme –  

an issues management model

Issue lifecycle  

Case study: Vioxx – never ignore the warning signs  

Case study: Monsanto wrecked brand and lost opportunity

Case study: Arla product boycott in the Middle East – issues management planning needs to be global

Case study: ‘In the goo’ – industry failing to learn the lessons

Case study: Sony and Dell Hell – prevention is better than cure

The importance of early action  

Case study: Ribena found wanting  


4. CSR: the new moral code for doing business  


The growing business imperative  

What constitutes good socially responsible corporate behaviour

New business values  

Case study: BP’s fall from grace  

CSR best practice policy development and management  


5. An issue ignored is a crisis ensured  

Case study: decommissioning the Brent Spar – implications for a global industry

Case study: the story of Bernard Matthews, his turkeys and avian flu

Case study: drug pricing in South Africa – the business perspective is not the only perspective

Case study: business response to climate change – Wal-Mart,  

Exxon, Virgin

Case study: Celebrity Big Brother 27  


Implementing an issues management programme  

Examples of issue management models and processes  




So it hits the fan – now what?  

Case study: Cadbury salmonella outbreak  

Case study: the Asian tsunami and the travel industry  

Business crises  

Case study: Sayonara Citibank  

How the mighty fall  

Case study: Northern Rock on the rocks  

Case study: Piper Alpha catastrophe  

Case study: Paddington rail disaster  

CEOs are not infallible  

Case study: Marks & Spencer  

Product-related crises  

Case study: the Tylenol tale  

Case study: what took the fizz out of Perrier  

Case study: Coca-Cola  

Who will have a crisis?  

What kind of crisis will happen?  

Case study: Mercury Energy turns off the power  



Perception is the reality  

A tale of three sorry tankers  

Case study: Exxon Valdez  

Case study: Braer  

Case study: Sea Empress in distress  



The media in crisis situations  

Case study: how Total got it right  

Case study: how smaller businesses survive crisis  

Case study: Virgin train crash  

Gaining media support  

The media as an ally  

Case study: Thomas Cook coach crash  

Monitoring the media  


10. The legal perspective  

Legal pitfalls when communicating in crisis  

Case study: Herald of Free Enterprise  

So what is the lawyer’s role in a crisis?  


Ex-gratia payments  


11. Planning for the unexpected  

Calm and positive thinking  

Deeds versus declarations  

Planning to manage the crisis  

Appointing the teams  

Communication hardware  

Crisis prevention  

Selecting team members  

Putting the plan in writing  

Testing everything  


12. Crisis communications management  

Background information to seize the initiative  

Set up a press centre  

Managing the press conference  

Dealing with the television interview  

Coping with hundreds of telephone calls  

Responding to calls from relatives  

Case study: misinformation over mining deaths in Virginia – in a crisis no information is more important than correct information to families

The news release  

Keeping employees informed  

Using your website  

The role of the emergency services  

When it is all over  


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