Risk Issues and Crisis Management

ISBN-10: 0749443820

ISBN-13: 9780749443825

Edition: 3rd 2005 (Revised)

Authors: Michael Regester, Judy Larkin, Chartered Institute of Public Relations Staff

List price: $32.50
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Description:

"Clearly written and sympathetic without taking sides, this book could really make a difference for your company if the unexpected happens." -- Marketing Business * Completely revised with new themes and key theories * Packed with new contemporary case studies, useful models and checklists The reputation of an organization 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. This completely revised third edition of Risk Issues and Crisis Management aims to define reputation, explores how to value it and provide practical guidelines for effective reputation management. The book charts how rapidly the reputation management agenda moves and yet how slowly business learns. Contents include 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, and Coca-Cola's launch of Dasani water.
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Book details

List price: $32.50
Edition: 3rd
Copyright year: 2005
Publisher: Kogan Page, Limited
Publication date: 6/28/2005
Binding: Paperback
Pages: 256
Size: 6.00" wide x 9.25" long x 1.00" tall
Weight: 0.836
Language: English

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.

Risk Issues Management
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
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
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
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
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
Implementing an issues management programme
Examples of issue management models and processes
Summary
Crisis Management
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
Perception is the reality
A tale of three sorry tankers
Summary
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 &lt
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