The public apology is dead. Long live the indignant counterattack. Thanks to Republican presidential nominee Donald Trump, public figures and corporate chieftains who find themselves on the receiving end of scrutiny by media or other actors may no longer need to recite painfully scripted statements with stoic spouses standing by their sides. They just need to fight back.
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Research consistently shows that effective internal communications help increase employee job satisfaction, productivity, morale, commitment and trust. An engaged workforce inspires excellence and results in employees who are motivated and consistently produce good work. As we know, to achieve staff engagement, employees must be kept informed through regular and effective communications that are timely and relevant. So how can organizations use PR to continually connect with employees?
We most often hear about updates to the hardware and software platforms we depend on through a product launch, some early buzz about the next iPhone, updates to the Microsoft Office suite or early leaked photos and video of Snap spectacles. And no matter how many blogs, Twitter handles or newsletters you follow, it seems we are more often than not part of the consumer pool, hearing about these new things as they launch. We’re then left scrambling to adjust our strategies and skill mixes to adapt and adopt so as to not be left behind. What if communicators and IT worked together instead of assuming it was an “us vs. them” scenario?
In terms of the rules of crisis communications, Wells Fargo and Samsung have been following all of them, although sometimes they’ve moved slowly. Still, both brands issued apologies, took action, offered compensation—and nothing has worked. The problem in these cases is that no amount of abject apologies can make up for a lack of ethics and an overabundance of bad choices. In other words, both brands primarily are facing crises of culture, not communications.
With the Snapchat environment in flux, what should communicators do to measure their Snapchat efforts now? A sensible approach is to begin with the basics, Baird says. Set goals from the outset. Are you trying to sell product through Snapchat? Gain exposure for your brand, raise awareness and create buzz? “Your goals will dictate your measurement methods,” she says. Indeed, the communicators we interviewed favored various measurement tactics, including unique views, open rates, story completion rates, screenshots and Snapchat’s own Snapchat score.
More than likely the young hire is arriving at your company with a basic knowledge of communications and much curiosity. I’m generalizing, but I feel new college graduates are adaptable, careful listeners and hungry to learn everything they can about your company.
As you’ll see in this first of a two-part series on content for Snapchat, the advice is to continue to assume it’s best that snaps avoid feeling like ads.
Life is live, but so much of what we watch on screens is taped. For brands wanting to control their messages, avoiding in-the-moment tools would seem to make sense. Still, for brands there’s much to be gained by using Snapchat. With many brands getting started on Snapchat, and plenty timidly staying away, we asked Sarah Maloy, director of social media and external video at Fuse Media LLC, parent of national television network Fuse TV, to tell us of Snapchat traps to avoid.
With White House aspirants and professional footballers live streaming, what are the best ways for brand communicators to take advantage of these live streaming tools? We asked communicators for insight about content strategy and content creation, selling these live (read “unpredictable”) tools to the C-suite, measuring effectiveness and working with influencers.
You saw the headlines Sept. 8 and 9 discussing the record payment of $185 million Wells Fargo made to regulators. The basic details surrounding the reason for this fine also are well known: Some 5,300 bank employees allegedly created an estimated 2 million bogus bank and credit card accounts. Some were started with fake names. Others used identities and funds of unsuspecting Wells Fargo customers. The 5,300 employees were fired during the past five years, the bank said. How can the bank rebound from this hit to its reputation? We asked a specialist in crisis PR and one in reputation management. Both stressed honesty, transparency and accountability.