- Shopping Bag ( 0 items )
Other sellers (Paperback)
-
All (12) from $24.64
-
New (6) from $26.55
-
Used (6) from $24.64
More About This Textbook
Overview
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.
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 BusinessProduct Details
Related Subjects
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.
Table of Contents
PART 1 RISK ISSUES MANAGEMENT
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
Summary
2.
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?
Summary
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
Summary
4. CSR: the new moral code for doing business
Introduction
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
Summary
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
6.
Implementing an issues management programme
Examples of issue management models and processes
Summary
PART 2 CRISIS MANAGEMENT
7.
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
Summary
8.
Perception is the reality
A tale of three sorry tankers
Case study: Exxon Valdez
Case study: Braer
Case study: Sea Empress in distress
Summary
9.
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
Summary
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?
Compensation
Ex-gratia payments
Summary
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
Summary
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
Summary