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Sinopsis
'Clearly written and sympathetic without taking sides, this book could really make a difference for your company if the unexpected happens.'
Marketing Business
The reputation of an organisation influences who we buy from, work for, supply to and invest in. Intangible assets, of which reputation forms an important part, account for well over 50 per cent of the value of the Fortune 500 and even more in the case of the FTSE 100. This third edition of Risk Issues and Crisis Management has been completely revised and aims to define reputation, explores how to value it and provides practical guidelines for effective reputation management.
This latest edition features new sections on the rise of the socially conscious consumer and the new non-government world order as well the growing imperative for corporate social responsibility. Featuring new case studies on the MMR vaccine, the Olympic Games, Coca-Cola's launch of Dasani water and Shell oil reserves, as well as issue management models from organisations such as Daimler-Chrysler, Dow Chemicals and Westpac, the book charts how rapidly the reputation management agenda moves and yet how slowly business learns.
"Sinopsis" puede pertenecer a otra edición de este libro.
Acerca de los autores
Michael Regester draws on 30 years of communication management experience advising corporations on what to do in anticipation of potential risk issues and how to cope in crisis situations. www.regesterlarkin.com
Judy Larkin draws on years of communication management experience advising corporations on what to do in anticipation of potential risk issues and how to cope in crisis situations. With Michael Regester she is co-founder of the London-based public relations consultancy, Regester Larkin.
Fragmento. © Reproducción autorizada. Todos los derechos reservados.
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: SHAC attack
Dealing with risk
Case study: MMR
Handling the organizational approach
The advocacy approach
Public consultation - building dialogue into the communications process
The rise of the precautionary principle
Case study: phthalates in toys
Case study: mobile phones and radiation
Summary
2 Issues management defined
What is issues management?
What about the sceptics?
What is an issue?
Who should practice issues management?
What are the functions of issues management?
Summary
3 Planning an issues management programme - an issues management model
Issue lifecycle
Case study: Norplant
Case study: Monsanto wrecked brand and lost opportunity
Case study: the pill panic, a lesson in over-caution
Case study: 'In the goo' ¬ industry failing to learn the lessons
Case study: Intel
The importance of early action
Case study: 24 Olympic scandals ¬ where now for world's greatest sporting event?
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
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: mad cows and Englishmen - the story of BSE
Case study: drug pricing in South Africa - the business perspective is not the only perspective
Case study: CFCs - finding an essential breathing space
Case study: Ford and Firestone - a management and communication failure
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: supersonic disaster
Business crises
Case study: Sayonara Citibank
How the mighty fall
Case study: Challenger space shuttle tragedy
Case study: Piper Alpha catastrophe
Case study: Paddington rail disaster
CEOs are not infallible
Case study: Marks & Spencer
Case study: can you be sure of Shell?
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?
Summary
8 Perception is the reality
A tale of three sorry tankers
Summary
9 The media in crisis situations
How JAL and British Midland got it right
Gaining media support
Case study: Hillsborough
The media as an ally
Case study: Thomas Cook coach crash
Case study: Inghams Austria coach crash
Monitoring the media
Summary
10 The legal perspective
Legal pitfalls when communicating in crisis
Case study: Herald of Free Enterprise
Case study: TotalFina and the Erika oil-spill disaster
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
Stena Challenger grounding
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
The news release
Keeping employees informed
Using your website
The role of the emergency services
When it is all over
Summary
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- EditorialKogan Page
- Año de publicación2005
- ISBN 10 0749443820
- ISBN 13 9780749443825
- EncuadernaciónTapa blanda
- IdiomaInglés
- Número de edición3
- Número de páginas256
- Contacto del fabricanteno disponible
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