Crisis, Issues and Reputation Management: A Handbook for PR by Andrew Griffin

By Andrew Griffin

Corporate leaders recognize that acceptance is their most crucial asset. yet, is recognition correctly understood, proactively controlled and guarded from in all probability harmful concerns and crises? Andrew Griffin appears to be like at the place the dangers to acceptance come from and indicates how corporations can are expecting, hinder and get ready. He offers suggestions on the way to devise issue-resolution techniques, reply to fast-moving crises and get better recognition. Drawing on a various diversity of case reviews the ebook presents sensible recommendation in addition to perception and analysis.

An skilled expert in procedure and trouble administration, Griffin argues that crises and concerns desire cautious communique concepts, but in addition artistic decision-making, powerful team-work, and decisive management.

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Extra resources for Crisis, Issues and Reputation Management: A Handbook for PR and Communications Professionals

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Using a fake Twitter handle and website to ridicule Shell’s own ‘Let’s Go’ advertising campaign, Greenpeace got attention. However, this attention came primarily from its existing supporters. Furthermore, some social media commentators felt that this was a move too far; with so much uncertainty on the internet, adopting the identity of another is considered a faux pas. In July 2013, trying to escalate the issue with a further stunt, six Greenpeace campaigners 25 26 Crisis, Issues and Reputation Management scaled London’s tallest building, The Shard, and placed a ‘Save the Artic’ flag at its pinnacle.

32 Crisis, Issues and Reputation Management In short, most literature and most practitioners broadly see crisis manageÂ� ment as an immediate response to an incident (an acute risk) and issues management as a longer-term response to a slower-burning risk. There are many case studies that fit neatly into these two categories. The 2010 rig explosion and oil spill in the Gulf of Mexico, for example, is a classic crisis case study – a physical incident that happened suddenly and unexpectedly, which required emergency and incident response, put BP, Transocean and others under intense public and stakeholder scrutiny and led to serious reputational, financial and commercial impacts.

For example, in April 2012 Siemens was investigated by German authorities for potentially corrupt payments to a Russian company. 9 The likelihood of companies being targeted by whistle� blowers has increased significantly, as legislation has been introduced that encourages employees to step forward. 10 The only way companies can truly protect themselves from the financial and reputational risk of being found to be guilty of bribery is to become bribe-free. As this is ultimately impossible to guarantee, then at least they need to be able to show proactively that they had taken all reasonable measures to become bribe-free.

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