Public Relations Practices 8th Edition

Center Solutions Manual

Visit to download the full and correct content document: https://testbankdeal.com/dow
nload/public-relations-practices-8th-edition-center-solutions-manual/
Chapter 7

MEDIA RELATIONS

As the text points out in the introduction to this chapter, relations with the media
traditionally have been equated with public relations. With the development of social
media and online communication, some of the traditional media relations practices have
been altered or updated to reflect new media opportunities. This section explores what the
authors believe is the true role and power of the media.

Some theories gleaned from research studies show these characteristics of the media:

1. Media influence is cumulative and long-term.

2. The main power of the media is to make us aware.
3. The traditional media concentrate on reporting bad news.

Thus, the challenge for public relations practitioners has been to establish relationships
with reporters to encourage them to come to them for information when necessary.
Unfortunately, reporters are usually suspicious of the “slant” a public relations
practitioner may give to information, so amicable relationships with the press are hard to
come by.

With new media flourishing, however, practitioners have the option of “going direct” to
audiences, avoiding traditional media bias, filters, gatekeeping, and agenda setting. As
the public relations industry moves forward, expect more and better development of web-
based communication. However, never forget that the media are still only one of several
intervening publics. Traditional or new media still carry a message. Its content, its
direction, and its target audiences are still keys to success. Journalists, bloggers, social
media experts, etc. still have opinions, bias, and access……..so not much has changed.

One tenet, however, unites these professions—the First Amendment. Each group
champions the idea that every voice should be heard and fights to protect that right to free
speech whenever it is threatened by censorship, special interest groups, or regulatory

72
© 2014 Pearson Education, Inc.
measures of the government. In this issue, public relations practitioners and the media are
united.

The authors have outlined eight guidelines to follow when considering media relations:

1. Know how the news-gathering process works so that you will have enough of a
working knowledge to fit into that process. Social media can move much faster than
traditional news-gathering elements. Be prepared.
2. Establish a designated media spokesperson. In the throes of a media event it may be
difficult to organize this point on short notice. Have someone designated to monitor
web-based content at all times.
3. Be as open and honest with media inquiries as humanly possible, considering
restrictions in competitive and personal information.
4. Be prepared to accept the bad news with the good. No organization can escape some
negative coverage. Bad news travels like wildfire—especially online.
5. Continuously educate and train employers and spokespeople on how to handle
themselves when in contact with news media.
6. Generate good news situations as a track record to offset instances of undesired news.
Do not simply wait defensively for bad news.
7. Advocate an employer’s views on public issues among the organization’s natural
constituencies and in the news media receptive to them.
8. Expect the unexpected and be prepared for it. In particular, have a crisis or disaster
plan.

Exam Questions for Chapter 7

1. If media have as little effect as the authors claim, what is the point of
advertising products and services? Explain.

2. Use an example from current issues covered in the news media that illustrate
the media’s gatekeeping role.

3. You are the new public relations director for a mid-sized, but quickly growing
company. Unfortunately, your employers equate public relations with how much

73
© 2014 Pearson Education, Inc.
 positive publicity is gained by the organization in the news media. How will you
deal with the situation? Devise a strategy to explain your position.

Case 7-1
The Role of the Media and Public Relations in Negotiating Public Policy—Real
Salt Lake City Builds Stadium in Utah

Public funding for private enterprise will never be an easy sell, even in the best of
economic times. In a recession, the question of spending public money on a stadium
for a profit-making enterprise was an especially tough sell.

1. How much did the presence of the media influence the stakeholders in this
case? And, did it ensure greater responsiveness or responsibility by the negotiating
parties? Or, did the media merely inform the public and make it aware of the issues
involved in the public dispute?

Based on the material presented, it seems that the media was driving the discussion—
discord and all. Media pride themselves on providing a “watchdog” service to the public.
Sometimes the watchdog becomes more important than what it is watching. That seems
the case in Salt Lake City. Media reports seemed to have fanned the flames of discord,
keeping consensus and understanding from being achieved.

Were the media just trying to inform the public, or was there an anti-spending bias
creeping in? It’s hard to say for sure, but it doesn’t appear that the media coverage helped
resolve the issue.

2. Does traditional media still matter when it comes to serving the public
interest and in policy making, especially with the rise of social media (e.g. blogs,
Twitter) that are rising in credibility in the eyes of the public?

The one group of public figures who has traditionally looked at mass media reports as
“vox populi” is politicians. No one reads the editorials or watches the 11 p.m. news with
as much trust and confidence as political leaders. No one curries editorial favor like

74
© 2014 Pearson Education, Inc.
politicians. So, yes, traditional media still holds sway with politicians and influences the
decisions made.

All that will change over time as consumers (from whence politicians come) become
more comfortable with social media and internet resources. Younger consumers have
already abandoned traditional media in favor of cell phones, notebooks, iPads, Twitter,
and Facebook.

3. Is this process of public policy making—negotiating in the public

arena— simple, or messy and complicated? Is it worth our time in
pursuing? What is the responsibility of public relations practitioners in
this process? Where does the media stand in the process—what
stakeholders do they represent? And does this serve the public interest
effectively? Or is it self-serving?

Media have always loved being the gatekeepers, agenda setters, censors, and filters of
public information. Many studies show a degree of disdain for public relations
practitioners, especially as a group. (Interestingly, journalists have a better regard for
those PR people they actually know, which bodes well for good media relations
relationship building.)

An old journalism canard holds that media’s role is to “comfort the afflicted and afflict
the comfortable.” Others say they enjoy being the “voice of the voiceless.”
Most states have “sunshine laws” that state that public discussions have to be open
processes, with media not only allowed, but invited. This serves the public’s need to
know quite well, but seldom improves the process.

Complex financial negotiations, highly private personnel matters, and sensitive national
security issues all fall under the sunshine laws. The result is difficult, drawn-out
negotiations like those in Salt Lake City; limited pools of qualified candidates for public
positions, and endangered national security—according to those on one side of the issue.
On the other are the media who happily report on every public meeting, knowing their
presence keeps public officials honest.

75
© 2014 Pearson Education, Inc.
 Case 7-2
Social Media and Activism: Anyone Can Now Easily Play

Before the rise of internet-based communication systems, anyone wanting to help set
new societal standards had a tough job. Dr. Martin Luther King, for example,
organized marches, suffered great indignities, went to jail, and eventually was
murdered for his civil rights beliefs. Marches, demonstrations, and sit-ins were
hallmarks for those who tried to foment change. There will always be those who take
to the streets to get their message heard, but with the advent of the internet, raising
the awareness bar is much easier.

1. Is the emergence of Change.org a good thing or a bad thing for the future of
public relations? How? Why?

Improvements in technology are almost always good for the public relations industry.
The evolution of Change.org is no exception. Certainly, such a service will make
some counselors’ jobs more difficult, but that’s not a bad thing.

If an organization is challenged, it needs to look carefully at the challenge to see if it

has merit. If it does, then remedial action will reduce or eliminate the reason for the
challenge and give the organization something positive to communicate to its
stakeholders. That the challenge came in the form of an online petition doesn’t
change the validity of the challenge.

If the challenge is without merit, then the organization can use the new technology to
defend itself, redefine the issue, or take whatever actions it deems necessary. The
message might be a problem, but don’t blame the messenger.

2. Is the decline of mass media a positive or a negative for PR practitioners?

Why?

For the most part, the decline in mass media influence is good for public relations
practitioners. For years, the media roles of gatekeeper, filter, agenda setter, and critic
have made communication to stakeholders problematic. Now, with the ability to bypass
mass media and go directly to stakeholders is a plus. As today’s young, sophisticated

76
© 2014 Pearson Education, Inc.
population grows older, newspapers, broadcast news, magazines, etc. will continue to
wane in importance as new media becomes the norm. That’s a good thing for enlightened
PR practitioners.

3. Why does Change.org seem to favor “populist” causes?

Change.org, like most media, reflects the philosophies of its founder(s). Fox News, for
example, leans far to the right. Change.org leans to the left.

Also, change, with a lower-case “c” always comes from those who are dissatisfied with
the status quo. Those who are happy with the world as it now stands have no reason to
petition for change. That’s the nature of humankind.

4. How would the liberal bent shape your opinion of the service?

For those interested in changing the world, a liberal slant is desirable. If one’s personal
opinions and beliefs are more conservative, then Change.org’s agenda won’t be too
pleasing.

That said, it would not be difficult to organize a conservative version, if that’s what
society needs to provide balance.

5. What steps should businesses and corporations take to maximize the value
of a site such as Change.org (or minimize the damage)?

Change.org is hard to ignore, so any organization in play by virtue of its social or

financial position should be aware of what’s going on with all web content, Change.org
included. By using environmental scans, the organization can easily predict or anticipate
what might be coming and be prepared. This is not unlike standard PR practices, of
course, but the speed and depth of online communication steps up the pace of
preparation.

If an organization has a public issue that can be addressed through Change.org, then
anyone would expect it to be active in pursuing its cause via Change.org and other
venues. Online activism is certainly not going away.

77
© 2014 Pearson Education, Inc.
Case 7 - 3
THERE’S A SYRINGE IN MY PEPSI CAN!

The makers of Pepsi and Diet Pepsi were stunned when an isolated case of product
tampering escalated into a national crisis, which later turned out to be a hoax. Pepsi’s
response team eventually delivered compelling evidence that the contamination was a
hoax and nothing more, but a week went by while the facts got sorted out. The case
demonstrates the fine line between immediacy and accuracy in communication, and
shows how perceptions can be shaped through good communication

1. Discuss the implications of Pepsi’s strategy: specifically:

a. Putting public safety first

Pepsi’s strategy was pre-determined. It really had no choice. In today’s post-

Tylenol era, even if a producer of a popular consumer product wanted to ignore
public safety, it would not be able to do so. But, having said that, “pulling the
product” is not always the only option to protect the public’s safety.

The company could have ordered a full recall. That would not only be expensive,
it would have been foolish. Pulling the product, when no public safety threat was
really present, would have only prolonged the problem. By sticking to its
determination to protect public safety and bring the controversy to an end, Pepsi
was well advised to keep product on the shelves.

The perception of maintaining public safety, however, is another story. Some

called for a full recall, thinking that would protect the public fully. Pepsi, with its
unique perspective, knew syringes were not popping up in cans during the filling
process. Demonstrating that it was impossible for such an occurrence to happen
during the process, showing the filling line, ultimately brought the case to a
close.

b. Taking full responsibility for solving the problem

78
© 2014 Pearson Education, Inc.
Actually, Pepsi did not take responsibility for solving the problem. It wisely let
regulatory and governmental authorities get to the bottom of the tampering. It
cooperated fully, communicated fully and pointed out the inconsistencies in the
various reports. That is all it should do.

When the Food & Drug Administration and law enforcement personnel explained
what really went on, the explanation took on more meaning, more force, and was
more conclusive. Pepsi’s final “word” came in the form of its advertisement
“NOTHING.”

While the company did not actually “solve the problem” it did manage the
communication throughout the weeklong siege. It is well known that how a
company communicates through a crisis determines, to a large extent, how it is
judged to have handled the problem. In other words, good communication
translates to good action to most in the consumer public. So Pepsi’s responsible
actions, combined with aggressive communication, helped bring the case to a
close.

c. Using the media to present its case

When the media are a major force in creating a problem, the only effective way
to regain lost ground is through those same media.

In essence, this case is media driven. The media picked up on the story, chased it
around the country, inspired copycat replications of the tampering and generally
played havoc with reality. Because the media were driving the store, Pepsi was
wise in using these same media to present its case to the public.

Today’s general public gets its news primarily from television (about half) with
one-fourth looking to the daily newspaper for its information. Thus, three-fourths
of the consumers whose behaviors might be affected by the tampering hoax could
be easily reached with good media strategy.

79
© 2014 Pearson Education, Inc.
 Further, the media, in all fairness, would likely be fully committed to Pepsi’s
response, given how and why the story had gotten to that point so quickly. Plus,
the availability of the filling-line video, the convenience store security tape, and
Craig Weatherup made the story even more appealing. With these elements in
place, using the media to reach vast numbers of people quickly was an obvious
and useful option.

Pepsi’s follow-up advertisement was clever and probably created a “warm, feel-
good” effect among bottlers and distributors, but the real work was done via
public relations and media relations. Media exposure helped create the problem
and commensurate media exposure helped bring the crisis to a close.

2. Differentiate between “solving the problem” and “solving the situation.”

Solving the problem means identifying how (and if) the contaminants got into the
cans, and if the cans were tampered with, where and how. Because the tampering
was external, that was something for the law (and FDA) to determine. Thus, good
legal work “solved the problem.”

Solving the situation means making the controversy go away, letting Pepsi get
back to the business of selling soft drinks. By being cooperative with the
authorities and fully accessible to the media, Pepsi management was able to
resolve the situation within a week—too long, but certainly conclusive at the end.

3. Evaluate Pepsi’s decision not to order a product recall. What are the pluses
and minuses of such a decision?

Recall, in this situation, would probably add to the panic that existed, bringing
more imitators to the fore. Expense is always an issue, but not a determining one
at this point. If real danger to the consumer had existed, Pepsico would have
pulled the product. It knew this was at worst a mistake, and at best a hoax. There
was no need to pull the product.

80
© 2014 Pearson Education, Inc.
 On the plus side, a recall would have made Pepsico appear fully concerned,
putting safety above all cost. On the minus side, the recall would have added
panic and been expensive. All in all, not doing a recall was a wise decision.

4. What options did Pepsi have on June 10, 1993? Did the company select the
correct course of action? Why? Why not? What other choices could the
company officials have made?

The day after the story broke, the company could have (a) ignored the report,
knowing it was unlikely a syringe would be in a can; (b) issued a statement
saying it was confident its filling line was safe and secure—issuing the video
tape it later released; (c) contacted the family bringing the charge to see what was
going on the night before; (d) let the local bottler/canner handle the response (the
selected option); (e) gotten corporate public relations and operations involved
immediately.

Was the option selected the correct one? Second-guessing is easy from the
perspective of hindsight. Letting the local bottler/canner handle the response
allowed the story to stay in Seattle, initially, while bringing in Pepsico at this
point would have made the story that much larger. Ignoring the report is not a
serious option, ever, even if taking no action is the ultimate decision. Contacting
the family involved is best left up to authorities—especially since a lawyer was
the first person called when the syringe was found.

That leaves issuing a statement reflecting the integrity of the filling line, along
with the videotape to support that integrity. Had that been done in Seattle, it is
possible the story could have died there, and the copycats would have stayed
under their respective rocks.

5. Discuss the role of the FDA in addressing/solving the situation. Was Pepsi’s
use of the FDA beneficial? Why? How?

The role of the FDA was that of an impartial observer and referee. The FDA has
as its mission the safety of food and drug products sold in the U.S. When the
81
© 2014 Pearson Education, Inc.
 FDA felt compelled to speak to the safety of the soft drinks, it added to the
product’s problems. When the FDA was able to give the product a green flag, it
signaled that the problem was over.

Pepsico was able to effectively use the FDA’s credibility to good advantage. The
FDA never said the product was tainted, but did originally caution to pour the
soda into a glass if the consumer was concerned. When the FDA was able to say
the product was safe, the consumer knew it was okay to buy and consume diet
Pepsi.

6. Could this “crisis” have been avoided? How? Shortened? How?

The crisis could have been avoided by more direct (and immediate) action on the
part of the local bottler/canner. Had sound public relations counsel been available
at the first report, perhaps the story could have been contained with a plant tour
of the canning line. Local reporters would have to conclude the filling line was
safe and secure.

Once the story took on a life of its own, containing it then depended on (a)
demonstrating the security of the filling line and (b) catching some of the copycat
hoaxers in action. Good fortune and the good VNR brought both of those about
after a week of work and worry.

7. Did the news media behave responsibly in reporting this story? Cite
examples to support your answer.

The news media could have been more responsible, in that the “report” was
really ludicrous from the beginning. Just because someone says a syringe was
found in a soft drink can doesn’t mean it came from the factory that way. Good
reporting would have mentioned or questioned that fact.

Once the story took wings, however, the media was fully available to Pepsi’s
point of view. As the story grew from city to city, the media were forced to cover

82
© 2014 Pearson Education, Inc.
 it. But, by giving Pepsi “equal time” to respond, the media did what they could to
balance the story, which by this time was obviously a hoax or fraud.

8. Discuss the communication tools employed by Pepsi in solving the problem.

Specifically evaluate the role of the VNRs.

The most effective communication tools by Pepsico were the executive interview
and the video news release. Craig Weatherup was “Jim Burke-like” in his
defense of Pepsico and its products, appearing on show after show and interview
after interview. His stature as the CEO of Pepsico and his relaxed, measured tone
gave confidence to the consuming public that the company was (a) not at fault
and (b) eager to resolve the situation.

The VNR was the keystone in the communication strategy. Once the public (and
the media) saw the reality of the filling lines, it was obvious to all that no
syringes were falling into cans in the plant. They had to be externally induced—
something that Pepsico needed the public to understand. Without the video, the
story would have dragged out, even with the tampering evidence. Had the tape
been released earlier, perhaps the story would have died in Seattle.

9. What was the “turning point” in Pepsi’s resolution of this problem? Cite
examples to support your answer.

There were two turning points. The issue of the filling-line video and the
evidence of tampering (security tape) in the convenience store were both
essential to solving this problem. With the VNR of the filling-line flooding the
airways, consumers could see no way that a syringe could get into the can. When
a woman was seen poking a needle into a can in the convenience store, evidence
of tampering was established, and with it, the root of the problem—fraud and
hoax.

10. When “perception is reality, facts notwithstanding,” how can a company like
Pepsi create new perceptions? Did the company succeed? Cite examples
from the case to support your answer.
83
© 2014 Pearson Education, Inc.
 Perception is reality, but perception can be shaped by communication—verbal,
non-verbal and symbolic. Pepsico was able to shape new perceptions, in part,
because no real behavioral change had taken place. The public was not turned off
by Pepsi, only wary and waiting for the issue to be resolved. Thus, reinforcing
existing positive behavior (the easiest of all behavioral goals) was a major
strategy. By showing the integrity of the filling-line and the good fortune of
catching a hoaxer, Pepsico was able to recreate the old behavior of buying its
products again.

The tacit social license enjoyed by Pepsico and its products came into play as
soon as the tampering was revealed. People were eager to return to the product of
their choice and the final advertising salvo (covered extensively by the news
media) enabled consumers to again ask for a diet Pepsi.

Case 7-4
UNIVERSAL STUDIOS FLORIDA: RIDING “RAT LADY” TO HALLOWEEN
SUCCESS

For most of the major theme parks in the United States, the fall season is one of reduced
attendance, lower revenues, and a general downturn in business. Universal Studios
Florida found a way to put some “life” in this dead time, using a clever idea, some good
strategy and tactics, and a few hundred rats. The result is a continuing program that has
pumped up the bottom line and made October-November a strong point each year.

1. The goal of having a “Rat Lady” was to generate publicity for Universal Studios
Florida. What is the value of publicity to a destination like this?

Publicity is invaluable to attractions such as Universal Studios because it creates

awareness. People cannot act on something about which they don’t know.
Therefore, awareness is the first step in getting the behavior one wants.

For Universal, it has two problems that publicity can address. First, it is a daily
competitor with other Orlando-area attractions such as Walt Disney World and Sea
84
© 2014 Pearson Education, Inc.
World. To distinguish itself from its competitors is one of its business goals. The
uniqueness of the Rat Lady and Halloween Horror Nights quickly set Universal apart
from the others.

Second, even the most creative idea isn’t successful if it doesn’t move the
organization toward achieving its overall goals. For Universal, that is more people
through the turnstiles and more money in the bank. Once visitors and potential
visitors learned of the special Halloween event—and the unique Rat Lady—they
were able to make a decision to go see for themselves—even though they were
required to buy a special ticket. Thus, publicity, and the awareness it created, helped
Universal distinguish itself from its competition AND improved its bottom line.

2. Assess the strategy of placing a classified ad. What other options might
USF have considered?

The strategy of kicking off this campaign with a classified ad was as creative as
the stunt itself. Pedestrian public relations would have held a “press conference”
or a “media day” with a pre-selected Rat Lady, some rats, and a free lunch
(cheese?) for the media covering the day. That works, but it is pretty trite. Going
to the classifieds with a weird offer of employment put a mysterious twist on the
story, actually making the media pursue Universal for “the story.” Seldom do the
media call the public relations departments begging for information. In this case,
they did. And the coverage proved it was a good strategy.

3. Why was no “press kit” distributed? Was this wise?

There was no press kit because there was no “press event” per se. The premise of
this whole program was “Universal is just looking for someone to lie down with
some rats……..” Distributing a press kit would have ruined the “innocence”
angle and lessened the impact of the approach. Eventually, of course, Universal
had material available for the media.

4. What would you say to PETA about using live animals in such a stunt?

85
© 2014 Pearson Education, Inc.
 PETA hasn’t said much about this promotion. PETA doesn’t like anything
involving animals except letting them roam free of human interference.
Therefore, PETA probably doesn’t approve of rats being kept in confinement and
forced to lick peanut butter off some lady’s face. PETA is no stranger to theme
parks, either, being a frequent visitor to Sea World and Walt Disney World’s
Animal Kingdom.

In this case, Universal wisely documented the path of the rats to stardom. The
rodents were carefully selected, allowed to become accustomed to human
contact, and were exchanged at regular intervals to be sure they were not harmed
in any way. Having employees “adopt” the rats at the conclusion of the
promotion allowed for a happy ending. PETA might not be satisfied, but the
public had no problems with how the animals were treated.

Problem 7-A
EMPLOYER INTERESTS AND MEDIA INTERESTS IN CONFLICT

This problem examines a difficulty that many public relations practitioners face in
relations with the media. Ted Square must consider his employer’s communication needs
and desires before those of his long-standing friend, George, the bureau chief at a major
financial newspaper.

A company is faced with a crisis situation. The vice-president of operations demands that
the president make him a partner in the business or he will leave. The president will not
bow down to this man’s demands. The vice-president resigns and defects to a company
competitor, taking other key managers with him.

The dilemma is this: When Ted Square’s friend calls to find out the details of the shake-
up at the company, he fails to ask for details regarding the circumstances of the vice
president of operations leaving. Ted only answers specific questions regarding the
situation and does not volunteer any additional information. That bureau chief is scooped
by another paper about the full details of the situation, which puts Ted’s relationship with
his friend, the bureau chief, on the line. The bureau chief claims he can never trust Ted
again because he kept information from him. Ted claims his loyalty was to his employer
86
© 2014 Pearson Education, Inc.
first. These developments seriously damage the relationship with this major financial
newspaper.

1. Who was right: Ted? The bureau chief? Both? Neither? If you had been Ted,
how would you have handled the situation so that your employer’s interests and
your good media relationship with George were both protected at the time and
for the future? What would you have done differently?

Considering the details of the case, it is difficult to point out one right answer. There
are two sides of the situation to consider. On one hand, Ted answered all of George’s
questions truthfully. He did not want to blow this story out of proportion because of
the implication it would have on the business in the long run. George, as a trained
newsman, should have known to ask the circumstances of the situation. If he had
asked, Ted could have directed him to the people in the organization who could
answer those hard questions.

However, the depth of the relationship between Ted and George was a consideration
as well. This would have made a difference on what was disclosed about the
situation. If there was a level of trust between the bureau chief and Ted, wouldn’t he
have expected Ted to be forthcoming and therefore perhaps not as inquisitive? It was
possible for Ted to be upfront in a way that still downplayed the event. He owed it to
the bureau chief to assume someone, somewhere, would find out the information and
pass it along to the press.

In looking back at the situation, Ted may have done something to better protect his
relationship with George. He could have referred him to the operations vice-president
right away. Or he may have called him first with the information, though this may
have created more problems than it solved.

2. If your company was publicly owned, would you have acted differently when
George called?

Though the company would have had the added stakeholder of stockholders, the
implications of babbling this information to the local newspapers would have been
87
© 2014 Pearson Education, Inc.
 the same whether the company was publicly or privately owned. It would have
brought more attention to this situation than was necessary because of the immensity
and implications of the vice-president and other managers all quitting at once. Plus,
the material facts must be disclosed to meet SEC regulations.

Problem 7-B
DEALING WITH THE MEDIA IN A STICKY SITUATION

This problem describes a situation in which a company faces immediate opposition

because of a misspoken comment by the president.

Alger Tiberius Software, Inc. has developed a new computer program, Manufacturing
Efficiency Revolution (MER), that can be integrated into manufacturing equipment. It
will increase efficiency and cut production time in half. It looks as if it may be a lucrative
product for the company.

One day the president of the company, Don T. Figgle, makes an offhand comment to a
reporter about the product and says, “This product will virtually replace about 15 percent
of the American manufacturing workforce. It cuts out about half of the unnecessary
action done in factory production.” The comment by the president had been statistically
incorrect; the program would eliminate jobs by 10 percent (instead of 15). In addition, he
had failed to mention that those whose jobs may be eliminated could be retrained for
other areas of the manufacturing companies.

With this quote comes implications of repercussions from the AFL-CIO, who claims that
this product was represented falsely by the company. Media immediately latch onto this
story, publicizing far and wide the fact that MER will cut jobs from the manufacturing
industry. Little is said about the other facts such as retraining options for workers.

A newly formed opposition group, WACS (Workers Against Computer Software) begins
to picket the software company. Local TV stations are all present to cover the protest and
give up-to-the-minute reports. The media has gone to Congressman Bill Zealot for his
reaction, who vows to fight “big business pushing aside the little guy and trying to make

88
© 2014 Pearson Education, Inc.
him obsolete in the name of progress.” It looks as if there may be legislative action
against MER.

The CSPA (Computer Software Programmer’s Association), who were initially behind
this program, start to back off because of all the negative press. Without the backing of
the CSPA, the future of MER will be difficult.

Those initial questions to ask yourself as a public relations practitioner for Alger Tiberius
Software are:

• Who are those groups who are garbling my message?

The group that is causing the most garbling of AT’s message are media aided and
abetted by all key stakeholders. The media’s ability to set agendas and bring only
certain facts to the public arena has spurred on some of the other groups to add to
the static of your message. WACS and the AFL-CIO do not help in that they
bring more attention to the elimination of jobs element of MER than the
breakthrough in manufacturing technology.

• What other groups are likely to become involved?

This may involve legislative action, such as other legislators other than Bill
Zealot who may speak out against this product. If AT Software is a publicly
owned company, stockholders could also become involved. Manufacturing
organizations that may be interested in MER could become involved.

• What are the likely behaviors of each group?

Legislators may be talking out of both sides of their mouths, championing the
worker’s cause on one hand, but speaking about the need for business growth on
the other hand. They could cause serious problems by creating legislative
obstacles for MER. Stockholders may become spooked and demand that AT
Software drop the project altogether if negative coverage continues.
Manufacturing organizations may become spooked as well by this uproar to the
software. They may back away from the product.

89
© 2014 Pearson Education, Inc.
• How can I minimize their messages and maximize mine to the publics I
would like to reach?
The key here is finding a venue other than the media for reaching those publics
who may be reacting to the negative coverage MER is getting in the headlines. A
way to do this may be contacting opinion leaders in the manufacturing industry
who could spread the word about the positive aspects MER will bring to the
manufacturing public. Another would be to show some respected leaders of the
legislature the benefits of using the software in manufacturing equipment.

• Can I reach those publics without utilizing usual venues, in order to avoid
media, political and activist gatekeepers?
The answer to this an enthusiastic yes! By going around the media and going
direct to the publics that matter most, many times organizations can avoid
catastrophe and outspoken opposition. Opinion leaders are a great resource. If
those have not been identified yet, any face-to-face interaction between those
publics that matter most and those that have the facts should be a productive
meeting.

1. With those questions in mind, how would you go about creating a plan to
reach key publics with one-on-one communication to stay some of the
immediate damage caused by the negative reactions of those groups who
have been most vocal?

Taking into account the answers to the questions above, an effective plan would most
likely directly target those key publics most affected by this uproar. The strategic
planning process should be used in this situation.

• Determine the problem

• Environmental scan
• Identify and prioritize publics and influentials
• Set behavioral goals with each target audience
• Latent readiness (what has happened in the past that might assist or detract from
achieving the goal?)
• Research (what else do you need to know about?)
90
© 2014 Pearson Education, Inc.
 • Activities (i.e., one-way, two-way and triggering events)
• Message appeal (what rationale appeal is most appropriate for each publics)

2. What use would you make of social media, if any, in this situation?

Now is the time to use social media to by-pass traditional media. The agenda
setters and gatekeepers have put the company on the defensive, but it can use social
media to get control of the flow of information.

The company’s website needs to be immediately updated to include the correct

statistics, realistic expectations of savings, jobs and retraining, etc.

Company officials need to post on relevant bulletin boards all the factual information
available and put the company’s perspective on jobs and retraining.

Efforts must be made to get the company’s perspective at the top of search engines posts
so that when anyone searches for information, the Unions, politicians and opponents
don’t dominate the first page postings.

Finally, an e-list needs to be compiled of any and all known influencers and personal
emails should be sent to these people. If possible, arrange for a personal meeting with the
CEO---at a breakfast or something—so that opinion leaders can get the facts from the
horse’s mouth.

This is a classic opportunity to use social media to bypass traditional news channels.
Use it.

3. Could AT Software have avoided this negative uproar to MER? What actions
should have been taken before presenting this product to the public through the
media?

AT Software definitely could have prevented this uproar by going around the media
to alert key publics ahead of time of MER’s benefits and qualified drawbacks. That

91
© 2014 Pearson Education, Inc.
way when this big story came out those publics that would be most affected would
already know the true circumstances of the situation.

Though AT Software could not have told the future, it would have been possible to
anticipate those issues that may have come up as a result of the introduction of this
product. Any program that would change the makeup of a workforce or threaten
anyone’s livelihood should be approached with as much sensitivity and forethought
as possible.

AT Software also could have instructed their CEO to keep his opinions to himself
unless specifically asked for, and they could have better prepped him with the facts of
the situation.

The key was to reach those publics such as manufacturing organizations ahead of
time with one-on-one communication techniques. This may have let them prepare
their employees and other key stakeholders ahead of time to soften the blow of job
layoffs.

92
© 2014 Pearson Education, Inc.