Risk Issues and Crisis Management: A Casebook of Best Practice (PR In Practice) - Softcover

Ipr; Regester, Michael; Larkin, Judy

Softcover

ISBN 10: 0749443820 ISBN 13: 9780749443825

Publisher: Kogan Page, 2005

Synopsis

'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.

About this title

About the Authors

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.

Excerpt. © Reprinted by permission. All rights reserved.

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

Edition details

• Publisher: Kogan Page
• Publication date: 2005
• Language: English
• ISBN 10: 0749443820
• ISBN 13: 9780749443825
• Binding: Paperback
• Edition number: 3
• Number of pages: 256