Most American tourists shy away from vacation destinations known for raging wars between drug cartels. But add to the drug cartels the assassination of a local police chief,
statistics that show 40 percent of the local police force are under the influence of drugs, the death of a U.S. tourist after officials delay his evacuation following a car
accident, a freight train derailment days before the debut of a tourist train and charges against a U.S. Marine for illegally transporting firearms, and you've got one heck of a
tourism crisis.
Baja California, a tourist mecca in Mexico, was in serious trouble in the wake of these events in 2000. Hotel occupancy dipped 20 percent, and officials turned to an American
firm, matthews/mark in San Diego, to launch Baja's first ever PR campaign.
The Best of Baja
The matthews/mark team realized that media that had already covered the bad news weren't likely to do an about-face. "We first identified those reporters or pubs that ran one-
sided or negative stories," says Scott McGaugh, EVP and director of PR for matthews/mark. "We went to the places that hadn't covered the news much or were at least neutral."
The team began aggressively pitching positive stories on the area, trying to get reporters from local Southern California and Arizona pubs to visit Baja and see firsthand its
tourist attractions. Unfortunately, as reporters began to bite, matthews/mark ran into a cultural wall with its client. Press conferences are the norm in Mexico, McGaugh says, with
everything from minor news releases to his client meetings with the tourism boards drawing attention from local camera crews. The client expected the same treatment in the U.S.,
and McGaugh had to explain that overdoing press conferences would be damaging.
"Another challenge was the sense of urgency," McGaugh says. "Here, it's all about urgency and being responsive, and they didn't have the same sense of importance about returning
phone calls or emails." The team had to be aggressive to ensure that U.S. reporters got calls back in time for their deadlines. It began producing status reports that showed
opportunities missed because of lack of follow-through by the client, and efficiency increased dramatically.
Matthews/mark continued to pitch stories, not only on the attractions of Baja - Mexican Mardi Gras Carnaval, wine country, spas, shopping - but also on safety tips and need-to-
know information on Mexican law. The agency also pitched stories on what Baja was doing to counteract problems and keep its visitors, especially spring-breakers, safe.
Ironically, some of Baja's worst press became an avenue for pitching some of its best coverage. When The New York Times ran a cover story on drug corruption among city
officials, the matthews/mark team used the clout of The Times to get other outlets interested in covering the destination. "We would not have had the same impact with The Los
Angeles Times speaking with the governor of Baja California [without the New York Times article]," McGaugh says.
Results
The media onslaught generated more than 150 positive stories. By year's end, Baja California hotel occupancy had not only reversed its downward course, but was up five to six
percent over the previous year. Although Baja does have a small advertising budget, the tourism boards attributed the hike in reservations primarily to the PR campaign.
Strategy of the Week
Many corporations in crisis still hide behind "no comment," especially when taciturn legal teams enter the picture. But Ignition Strategic Communications reversed that strategy
when its client, Mattel Interactive, sued hackers who had stolen the source code to its filtering software. The case had all the markings of a David and Goliath situation, with
influential groups like the ACLU (which opposes filtering software) siding with the hackers. But Ignition and Mattel's legal team eventually swayed the court proceedings - and the
court of public opinion - in their favor, in large part through constant and thorough communication.
Each legal brief was released under embargo to press the evening before it was filed. Embargoed briefings, often scheduled late in the day, allowed the company to preempt
opposition voices. Ignition prepared contingency releases prior to the judge's rulings and other milestones. During pivotal moments in the case, this shrewd tactic proved
worthwhile. When the press called for comment, the team was prepared for immediate response.
Campaign Stats
Timeframe: January through December, 2000
Budget: $120,000
Team: Scott McGaugh, EVP and Director of PR; Ken David, Account Executive; Steve Carpowich, Account Supervisor; Christi Dixon, Account Executive; Gina Garcia, Account Strategist
One Crisis at a Time
Crisis: "Dateline" story on American tourist who died after Baja traffic accident airs.
Management: Agency pitches stories to local outlets to explain what's being done to avoid future problems.
Crisis: New York Times runs story on drug corruption.
Management: Secretary of Tourism responds with information on Mexico's contributions to the war on drugs.
Crisis: Rumors of cholera infested seafood circulate.
Management: When testing agency determines there is no cholera in Baja seafood, matthews/mark follows up with media.
Crisis: Tijuana police chief assassinated.
Management: Agency emphasizes no tourists are involved; pitches focus attention to areas other than Tijuana; Secretary of Tourism makes media appearances to answer questions
about implications for tourists.
Editor's Note: The tactics featured in this installment of "Strategy of the Week" - and more - are featured in the just published PR NEWS Book of 100 Best Case Studies in PR, a
compilation of the top case studies in media relations, internal communications, crisis management and more. To order your copy today - or to find out if you are featured in this
must-have resource - call 888/707-5814.