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Visibility, Credibility, and Growth.
From media strategy to reputation management, we explore the trends shaping public perception and share the approaches that drive measurable results for growing brands.
In case you haven’t heard (sorry to any fast-food lovers for bearing the bad news), Taco Bell recently came under heat for a particularly unappetizing photo posted by one of its employees. The photo featured the employee licking a tall stack of empty taco shells on the job and went viral, creating a backlash of re-posts, disgusted Tweets and vows to never eat at the food chain again.
In response, Taco Bell released a statement reassuring the public and denouncing the employee’s actions. Representatives also explained that the taco shells were supposedly part of a training exercise, and were in the process of being thrown away at the time of the photo rather than being served to customers. Perhaps the situation could have been much worse, but the issue still stands that the employee—who represents the company—demonstrated a serious lack in judgment that caused a blow to the company’s reputation.
Incidents like this, in which the public has an adverse reaction to an action tied to a company, warrant major response by the parent company to avoid a permanent effect on its image. An examination of Taco Bell’s handling of the PR disaster offers several lessons for PR professionals facing similar future situations in crisis management.
First, a few things Taco Bell did right:
1) Immediate Response. Right away, Taco Bell representatives released the statement admitting to the situation and chastising the employee’s actions, a prime example of showing action, not reaction. Instead of waiting it out until they had time to investigate the claims, Taco Bell spoke up and addressed the issue head-on. Honesty and remorse are crucial during a PR crisis, and Taco Bell nailed it by readily admitting the situation and denouncing the behavior as absolutely unacceptable by company standards.
2) Transparency. The incident showcases the necessity of building a trustworthy, transparent relationship with consumers about product quality and brand values. Taco Bell did a good job in not just owning up to the situation, but explaining the background and context to mitigate public concern. The most updated press release offered clearly labeled sections such as “What is the Issue?” (explaining the error) and “How Did This Happen?” (the context). It doesn’t make the behavior excusable, but openly explaining the situation with a detailed description of what occurred offers a level of transparency that consumers appreciate—and just might help them forgive you. Be truthful and open, without making excuses.
3) Addressing the issue as long as necessary. In the event of a disaster, don’t just make an initial statement and shove it under the rug. If customers dwell on the situation, then continue to address their concerns. As the Taco Bell crisis has consistently made headlines since first coming to light, Taco Bell has continued to respond with updated information. Ongoing attention applied to the issue shows genuine concern for the matter rather than just trying to cover it up, which goes a long way for the integrity of a company.
And one thing Taco Bell could have done a bit better:
Show, don’t just tell. The old adage “actions speak louder than words” applies to PR crises. Taco Bell did take some commendable actions—admitting the issue and firing the employee in question, for example. However, Taco Bell’s elusive promise that this will never happen again doesn’t effectively reassure the public. Instead, PR crises should be seen as opportunities for positive change. Show customers how the incident was an anomaly by taking direct internal actions to improve product quality and company conduct, and make these efforts visible to the public. In Taco Bell’s case, for example, hiring practices and employee training could certainly be improved; making this visible to customers would reflect positively on Taco Bell’s leadership, management and future product quality.
We all dread the day that we face a PR disaster. However, case studies such as that of Taco Bell offer valuable lessons in dealing with the crises that our own clients may face. In the midst of catastrophe, it’s better to confront the issue immediately as well as take obvious and visible actions to both fix the mistake and prevent its future occurrence.
At the end of the day, Taco Bell did a decent job in addressing its latest PR crisis, and it’s doubtful that its sales will take a lasting hit. So, remember the importance of good PR next time you dive into that Cool Ranch Doritos Locos Taco—which, by the way, was reportedly the type of taco shell in question. Enjoy.
As professionals continue to rely increasingly on computer technology to do their jobs – word processing tools and email are commonplace in almost every office – our reliance on memorizing rules and conventions has started to slip. Most workplace technologies are hugely helpful in creating a more efficient organization. However, some facets of word processing technology actually frustrated me when I was teaching college courses.
For example, I felt that some features of programs, like Microsoft Word’s “spell check” feature, robbed my students of any responsibility to learn spelling, grammar or proper writing style. Rather, similarly to how calculators make mathematical calculations possible without a complete understanding of how or why the calculation worked, “spell check” makes it possible to create a seemingly correct piece of writing without understanding the errors you might make along the way.
Given this background, I was intrigued but skeptical when I learned about AP StyleGuard, a program to help writers adhere to the Associated Press rules for writing.
If you have worked with journalists, you know newspapers and much of the news industry uses the Associated Press Stylebook guidelines and its collection of rules to “provide a uniform presentation of the printed word, to make a story written anywhere understandable everywhere.” If a PR firm or business wants to inject its message into the media, AP style format is essential. Whether writing a contributed article or a well thought out pitch, the ability to write in AP style is an integral part of a career in PR. To learn more about the importance of AP Style, please see Friday’s post, “AP Style: What it is and why it’s important”.
AP StyleGuard has been around about a year and a half, yet there are probably still some in the PR world unaware of its existence. It provides automatic checking of a Word document for AP style. The program integrates with Microsoft Word, and operates on Windows XP and higher and on Microsoft Office 2007 and higher (with the exception of Office 2013).The program also operates on Mac OS X 10.6 (Snow Leopard), 10.7 (Lion) or 10.8 (Mountain Lion) running Office for Mac 2011 and Safari 5.17 or above. No additional hardware or software is required.
I will admit that I had some misgivings about this product. As I previously mentioned, I have seen automated programs affect students’ learning, especially in writing and math. I still prefer the physical AP style manual precisely because it forces me into the repetitive mode of learning or, in too many cases, re-learning the rules. For me, this process is a eustress (positive stress) that forces my growth as a writer. I think many of us are continually looking for ways to improve our craft, and the repetition required by referencing a physical copy of the AP Style guidebook is a great way to grow your writing skillset.
Despite this concern, AP StyleGuard has potential as a useful product. First, it is possible to learn from this product. The software proposes correction in the document and shows you the corresponding AP Stylebook rule, so you can learn as you go. If the writer took full advantage of this feature, it would help improve his or her use of AP Style.
Second, there are times when a writer, no matter how much they want to improve their writing skills, simply faces a tight deadline. In such cases, the additional help offered by AP StyleGuard would be advantageous. Finally, one feature that actually trumps the physical AP Style Guidebook is the AP StyleGuard’s automatic updates. This monitors current AP Style requirements, even if a writer is not aware of most recent changes.
Overall, I think this product is, at the very least, worth consideration, especially if you are consistently writing in AP Style and have trouble staying up to date on rules and conventions. Yes, it costs $60 for a year’s subscription, but even if you don’t renew it, you can keep the program sans updates. If this post piqued your interest, you can check out AP StyleGuard here.
If you’ve ever worked in journalism or public relations, odds are you’ve heard of AP Style. But if you haven’t, as is the case with many of our clients, it can be a foreign concept. In today’s post, we want to provide a definition of AP Style and discuss its importance in communications.
The “Associated Press Stylebook and Briefing on Media Law” (AP Stylebook) is, according to its website, “a writing style guide for journalists. It is published and updated annually to reflect changes in writing style and new guidelines. … Updated regularly since its initial publication in 1953, it provides fundamental guidelines for spelling, language, punctuation, usage and journalistic style. It is the definitive resource for journalists.”
It serves as the ultimate resource when writing and formatting material, ensuring consistency across platforms and publications. There are many reasons why AP Style is useful and important to consider in PR, such as:
- Convenience. When writing any kind of material that may be useful to journalists – a pitch, news release, case study, etc. – PR pros tend to adhere to AP Style guidelines to increase the likelihood of the client’s content being used. By writing and formatting copy the way a publication would prefer, journalists and editors don’t need to worry about rewriting or reformatting the material. It saves them time when they’re busy and stretched too thin.
- Consistency. Regardless of the publication, or whether it’s print or online, having consistency with formatting and grammar is important. And with new technologies and language introduced daily, it’s useful to have an authoritative source providing guidance to everyone in the field on uppercase versus lowercase. Some examples of these new words include: Cloud Computing versus cloud computing, internet versus Internet, and tweet or Tweet.
- Grammar. Not only does the AP Style guide provide rules for formatting, but it also proves helpful when grammar isn’t one of your strengths. Included in the guide is a section on punctuation, as well as guidance on the difference between i.e. and e.g., lay versus lie, and either/or and neither/nor, plus many others.
The 2013 AP Stylebook is available now for purchase here. But tell us: Do you have additional thoughts on why AP Style might be useful?
At Communiqué PR, we’re big fans of Peter Shankman and the Help a Reporter Out (HARO) service he started years ago. So when Peter released his second book, Nice Companies Finish First: Why Cutthroat Management is Over and Collaboration is In, we were excited to pick up a copy.
CEOs are often lauded for their winner-take-all approach: They do whatever it takes to move up the corporate ladder, manage with iron fists, and answer to no one all without regard for the casualties they may leave in their wake. Often this attitude permeates throughout an organization’s culture which, while making the company financially successful, also makes for a toxic atmosphere for employees. In Nice Companies Finish First, Shankman paints an entirely different picture of leadership, one that calls for leaders to take the complete opposite approach.
According to the book, the new standard for leadership is one that builds “productive, open, innovative and positive workplaces.” In turn, a positive workplace benefits customers, employees, stockholders and the bottom line. Throughout the book, Shankman profiles well-known “nice” executives and weaves in their experiences as he explores the nine traits that set these leaders apart.
All of the nine traits are standards to which we should all aspire, but trait no. 6, “Glass-Half-Full POV,” really resonated. At various points in our careers, we’ve probably all worked with a “Debbie Downer” – they are not particularly inspiring to be around. Now, imagine if a Debbie Downer is at the helm of your team or organization. Leadership sets the tone and I would guess that most of us would find more inspiration from someone who views life and business with more optimism. To be clear, the book does not contend that leaders should adopt a Pollyanna view. Rather, leaders who are glass-half-full people exhibit the ability to remain positive, but are not blind to the realities of their business.
If you’d like to hear more about Shankman’s thoughts on the positive impact of being nice in business– and for that matter, in all areas of our lives – check out his inspiring TEDx Talk:
Nice Companies Finish First is a refreshing take on management and leadership and shows that the lessons we learned as children to share and to play nice with others aren’t just meant for the sandbox.
I remember the need to fit in when I was a teenager—the need to be liked and look the part. I would beg my mom to buy me tops from Abercrombie & Fitch. I would proudly display the “beautiful people” shopping bags on my bedroom wall, showcasing bodies that neither I nor 99 percent of my classmates would ever achieve. It was a double-edged sword; I felt cool wearing the clothes, but terrible knowing I’d never be that perfect.
By now, many of you have heard about the harsh words of Mike Jeffries, CEO of Abercrombie & Fitch, from a 2006 Salon interview. These comments resurfaced during a recent Business Insider interview with Robin Lewis, co-author of the book, “The New Rules of Retail.” Lewis claims that Jeffries “doesn’t want larger people shopping in his store, he wants thin and beautiful people. He doesn’t want his core customers to see people who aren’t as hot as them wearing his clothing. People who wear his clothing should feel like they’re one of the ‘cool kids.’” Ouch. It doesn’t help that Abercrombie & Fitch doesn’t make clothing in size XL or beyond size 10 for women.
Jeffries’ comments created an uproar with parents, teens and the public alike. From disapproving videos to articles to parents boycotting the store, I highly doubt that Jeffries achieved his desired result. He essentially made every teen who can’t shop at his store—and every adult who would not have fit as a teen—relive childhood trauma as well as fueled bullies for tormenting. He made enemies.
The Jeffries’ case is extreme, of course, yet every PR professional can learn from his mistake. While many businesses target a specific population sector, Jeffries’ poor choice of words singled out the population that “doesn’t belong” and supposedly can’t wear his company’s clothes. Making insensitive comments can do irreparable damage to a company’s reputation, causing a PR disaster with measurable effects on company revenues and sustainability.
In general, brands should avoid making such potentially inflammatory and defamatory comments and instead ensure that they position themselves well in the media. It’s understandable to appeal to a particular demographic or population segment, but unacceptable to stigmatize or offend those outside of that group. Spokespeople should stick to messages that have been agreed upon and positively represent company values.
However, what if the mistake has already been made? The best thing a PR professional can do in this scenario is admit the lapse in judgment and apologize immediately. Once Jeffries’ comments went viral, he stayed silent, which was perceived as insensitive. It would have been far more effective for Jeffries to have reacted quickly, immediately issuing an apology and urging the public that his comments were taken out of context. Since the initial outrage, he did eventually offer a “half apology,” which has not gone over well. The damage has been done, and it’s unclear how the brand will recover.
In short, Jeffries’ actions offer a great example of what not to do in PR. Despite what you may have heard, all publicity is not good publicity for businesses. PR professionals should instead keep in mind that attracting customers for clients is about acceptance, not alienation.
To raise awareness for our clients, we often strive to reach their target audiences by building relationships with key journalists and driving relevant editorial coverage. Despite the proliferation of conference calls and online meetings, we believe press tours are still the best way to engage and form relationships with journalists. Additionally, meeting with the journalists in person allows us to spend more time learning about the journalists’ perspectives on both industry trends and our client’s business, which always proves to be an interesting, insightful experience.
In the case of our client, Smartsheet, a collaboration tool currently in use by more than 2.5 million people, we are working to connect the company with journalists covering cloud and enterprise technologies. In order to start building relationships for Smartsheet with journalists interested in these topics, we partnered with Smartsheet to execute both a West Coast and East Coast press tour, visiting San Francisco, Boston, Washington D.C. and New York City in the spring of 2013.
Focusing outreach on national business media, we were able to secure 16 meetings for Smartsheet with the following outlets:
- Baseline Mag
- Bloomberg BusinessWeek
- CITEworld
- eWeek
- Financial Times
- Forbes
- GigaOM
- Market Watch
- MIT Technology Review
- Network World
- Successful Meetings
- Tech Target
- TIME Magazine
- Wall Street Journal
- Washington Post
To date, Smartsheet has received coverage in Bloomberg BusinessWeek, Forbes and CITEworld. Just as important, the in-person meetings laid the foundation for what we hope will be lasting relationships moving into the future. In fact, Smartsheet has already helped connect one reporter to a source for another story completely unrelated to Smartsheet or online collaboration. In today’s connected world, it is often easy to stay behind a desk. However, getting out on the road is a great way to build meaningful relationships with industry influencers. Smartsheet saw tremendous value from gaining first-hand insight into journalists’ perspectives on developments in the enterprise technology industry, especially in collaboration. Furthermore, we always appreciate the opportunity to make in person introductions for a company, as they tend to be a rarity, and go a long way towards building lasting relationships.
For more on tours from Communiqué PR, please see:
- On the Road: Medio’s Press & Analyst Tour
- Best Practices for the Successful Press Tour
- Radio Media Tours