This document provides an overview of public relations and globalization from the perspective of BC Lo. It begins with definitions of public relations from various organizations and scholars. It then discusses how globalization has dissolved boundaries and driven the need for global public relations approaches. Key topics covered include nation building, how global PR is driven by business needs, and understanding local culture and CSR. The document also outlines different approaches to understanding audiences and provides examples of tools that can be used for marketing PR and brand building globally.

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Public Relations and
Globalization
School of Journalism & Communications
Chinese University of Hong Kong
Presenter: BC Lo

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Definition of Public Relations
Public Relations Society of America – PRSA
Public relations helps an organization and its public to
adapt mutually to each other.
International Public Relations: Negotiating Culture, Identity & Power
by Patricia A Curtin & T. Kenn Gaither

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Chartered Institute of Public
Relations
 The discipline which looks after reputation, with the
aim of earning understanding and support and
influencing opinion and behaviour.
 It is a planned and sustained effort to establish and
maintain goodwill and understanding between an
organization and its public.

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Scholars
Management of communications between an
organization and its public, best accomplished by
using two-way symmetric communication.

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Commonly Used Definition
A form of strategic communication directed primarily
towards gaining public understanding and acceptance
and the process of creating a good relationship
between an organization and the public, especially
with regard to reputation and communication of
information.

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Old School – One Way Street
 Always labelled as propaganda & persuasion
 Associated with dictatorship & authoritarian
 Different viewpoint/different side of the coin
 “Democratic countries” always pushing to create a
“level playing field” for economic reasons

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Globalization Dissolves
Boundaries
 Government shifting to democracy
 Nation building
 Multinational Corporation (MNC) expansion
 NGOs boost and monitor development
 Economic reasons - promotion of trade & tourism

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Nation Building
 Concentrate government effort to achieve its
domestic and international goals
 Domestic – national unity & consensus
 International – show of power
 Soft power – economic power (investment, trade &
tourism)

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Global PR Driven by Business
 Technology growth
 Trading agreements
 MNCs need to:
1. Understand local culture
2. Balance short-term gain with long-term relations
3. Work through local & national, legal & cultural issues
4. Integrate Corporate Social Responsibility (CSR) &
sustainability

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Investment – Culture’s 5
Moments of Circuit
 Regulation – controls & considering factors
 Production – creation of cultural products, planning
& execution of a campaign
 Representation – conveying the meaning, method of
distribution
 Identities – set up and maintenance of an identity
 Consumption – audience decoding messages,
receptive to the investment

11. Culture’s 5 Moments of Circuit
Regulations
Production
Representation
Identities
Consumption
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Globalisation & PR Covers
 Marketing PR – approach, strategies & tools
 Corporate reputation – image, models, tools &
crisis management
 MNC’s internal communications
 Event sponsorships – case studies in sports,
arts, culture, charity & ambush
 Creativity in PR

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Global PR Cornerstone – Ethics
 Advocacy
 Expertise
 Fairness
 Honesty
 Independence
 Loyalty

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Know Your Public –
Push, Pull and Pass
Approaches

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3 Ways to Know Your Audience
Approach Messages Channels/Tools
 Push
 Pull
 Pass

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Push Approach
List all stakeholders between you and your
ultimate consumers/users
Who helps/ harms
Combine with SWOT analysis
Useful tools to find out what goes wrong
Messages formulation
Channel/message matching/Mapping
Resources allocation

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Pull Approach
Analysis of your ultimate users/consumers
 Who are they – categories, age, sex, etc.
 What factors appeal
 Positioning & priorities
 Which channels
 How to capture & keep – trial & loyalty
 How to create behaviour changes
 Tools/channels/timing – resources allocation

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Pass Approach
What are the obstacles & ways to overcome
 Company, products & services
 Who are the gatekeepers?
 How to PASS
 Third party help
 Divert attention
 Business changes

19. Customer Experience
Management Approach
Customer decision journey:
 Touch points, entry points & obstacles (pain points)
 What makes them come/return – needs, choice
 How to keep them – loyalty program
 What makes consumers use more – extend usage,
occasions, etc.
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20. Total Marketing Experience
Touch
Points
Service
Product
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21. Consumer Journey Planning
Awareness
• Advertising
• Word-of-Mouth
• online
Experience
• Decision
• Sale
• Consumption
Loyalty
• Reinforcement
• Dissatified
• After Sales Call
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22. Chadstone Digital Journey
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In-class Exercise
Apply the 3 approaches (Push, Pull, Pass) to work out
a consumer experience management journey to
analyze the marketing PR activities of an international
company/organization/product in HK & China markets.

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Marketing PR
Marketing PR: A Marketer’s Approach to Public Relations & Social
Media by Gaetan T. Giannini, Jr.
The Marketer’s Guide to Public Relations by Thomas Harris

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Definition of MPR
Marketing public relations is the process of planning,
executing and evaluating programs that encourage
purchase and consumer satisfaction through
credible communication of information and
impression that identify companies and their
products with needs, wants, concerns and interests
of consumers.
The Marketer’s Guide to Public Relations by Thomas Harris

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Marketing PR (MPR)
What does MPR do?
1. Builds organization/product identity
2. Increases visibility
3. Establishes as an expert
4. Educates stakeholders on issues
5. Shapes public opinion
6. Maintains image
7. Stimulates trial & repeat usage

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Basic Rules of MPR
 Highest cost effectiveness & creditability
 Newsworthy – public attention
 Share news – share of voice & share of mind
 Proper packaging – appeal
 Get to the right people – public
 Be available – close to your public
 Be engaged – two-way communication
 Realize its global reach – not a local story
 Ethics is key – facts & figures

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MPR Planning
Need to consider a company’s
 Vision & Mission
 Business environment
 Measurable goals
 Implementation – the devil is in the details
 Monitoring & timely adjustment – plan for the worst
 Review & evaluation

29. MPR Planning & Tools
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Business Strategy Diamond
Arena – which product
category, channel, market
segment, geographic area,
value creation strategies
Vehicles: how will we get
there? – internal development,
JV, licensing/ franchising,
alliances or acquisitions
Staging & pacing: what will be
our speed and sequence of
moves? Speed of expansion,
sequence of initiatives
Differentiators: image,
customization, price, styling,
product reliability, speed to
market
Economic logic -
Lowest cost
Best return

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Business Strategy Diamond
 Economic Logic – how to realize Return On
Investment (ROI) – which market/price/customer
base
 Arena – decisions & strategies – what
product/channel (place)
 Vehicles – means to conduct business – JV or
wholly-owned, franchise, acquire, OEM
 Differentiators – competitive advantages
 Staging – speed & sequence to implement plan

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How MPR Serves an Organization
 HR – employer of choice
 Investor relations
 Vendors/suppliers relations
 Customer relationship management
 Government relations

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Brand Authors/Culture & Stories
Brand
Culture-
Stories,
Images &
Association
Firm
Popular
Culture
Influencers
Customers
Brand Stories
Brand Stories

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Brand Value
 Reputation value – customer confidence
 Relations value – long-term trust, e.g. hospitals
 Experiential value – shortcut to allow customers
making effective choices – experience & word-of-
mouth
 Symbolic value – status, lifestyle, politics & other
social aspirations

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SMART Goal Setting
1. Specific
2. Measurable
3. Attainable
4. Realistic
5. Tangible

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Elements of the MRP Planning
Process
 Objectives
 Segmentation & target markets
 Type of connectors – channels & tools
 Messages
 Measurement

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10 Commonly Used
Brand Building Tools

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1. No Advertising Support
 Information for media
 Celebrity endorsement
 Contests – selection of spokesperson
 Special events
 Wars – cola, TV, beer, shopping malls, etc.
Case studies: Walkman, iPod/iPhone, Awards
ceremonies

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2. Making News Before Launch
 Create suspense, last minute changes
 First ever – technical breakthrough
 Positioning and re-positioning
 Celebrities – leaks and gossips
Note:
Plan for the worst – what may backfire

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3. Enhance Advertising Effect
 Awards, endorsements & testimonials
 Create controversy, short supply
 Tie in with charity/community events
 Bundle with film/DVD/concert releases
 Multi-destinations publicity – create discussion
 Multi-media – electronic, print, outdoor & web
 Strategic alliance – tie in/bundle with others

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4. Winning Consumer Loyalty
 Giving back – discounts, points & upgrade
 Loyalty programs – different classes
 Suggested usages, serving tips, pairing
 VIP events – wine tasting, investment talks
 Special interest, special tours, trials
Case studies: Benz, BMW, Martell, credit cards,
mileage programs, Campbell’s Soup

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5. New Product Launch
 Create news/stories prior launch
 New news – breakthrough
 The “making of “– stories behind
 Educate consumers – usage, effect
 Comparison & tests – tortoise jelly
 Road shows & demos – multi-city/market
 Product placement
 Encourage product trial – sampling

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6. New News for Old Products
 Promoting new benefits/usage – aspirin
 Re-positioning – oatmeal
 New packages – PET soft dinks
 New ways to use – whisky & green tea
 Endorsement & awards
 Contests – user generated content
Case studies: SKII for men, whisky & green tea

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7. Use of Charity
 Cause related marketing – sports equipment
 Self-generated content – “Mama Bloggers”
 Compassion – disaster relief
 Advertising for public cause – water conservation
Case studies: Project Hope, Project Smile, Project
Pink Chalk

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8. Using Special Occasions
 Stories about founder, records, milestones
 Birthdays & anniversaries
 Special day, week, month
 Special offer for certain groups – Mother’s Day,
Teacher’s Day
Case studies: Olympic Day Run, National Day, Beer
Festival

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9. Lobbying
 Legislation
 Use of experts & authorities
 Word-of-mouth & viral word-of-mouth
 Reference groups & fan clubs
 Official or third party endorsement
 Professional & trade associations support
 University research

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10. Use of Mascots & Figures
 Create mascots – Michelin, Olympic Games, Asia
Games
 Figures & trademarks – Pepsi man
 Color – orange, pink, red, green
 Collectors’ items – memorabilia
 Trends, wars and “rumors”
Case studies : Coca-Collectors’ Club

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Useful List of MPR Tactics &
Tools
 Awards
 Books
 Contests
 Demonstrations
 Exhibits
 Fan clubs
 Festivals
 Grand opening
 Hotlines
 Interviews
 Luncheons
 Meetings
 Museums/pavilions
 Newsletters
 Official endorsement
 Product placement
 Public service announcements
 Questionnaires

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Useful list of MPR Tactics &
Tools (cont’d)
 Radio trade for mentions
 Road shows
 Sampling
 Symbols
 Tours
 “Thons” – marathons,
bikeathons, walkathons,
telethons
 Underwriting
 Vehicles
 Video news release
 Special day/occasion
 Expert columns
 Youth program
 Use of color

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Group Exercise
Case studies:
Select a product/service from a MNC or an
international organization in HK or China. Analyze
how they apply some of the 10 commonly used
brand tactics.
Or:
Apply brand building tactics to any existing product or
service in HK or China. Give details about planning,
implementation & measurement of effectiveness.

51. Public Opinion & Its Impact
on Brands
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52. Why Borders
 Consumer boycott
 Government actions – new law/policy/off the shelf/
penalty
 Pressure groups actions – increase cost
 Financial pressure - share price drop, shareholder
activism
 Reputation damage spreading to other markets
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53. What We Should Focus On
 Causes of the problem
 How it will develop
 How will it affect us – worst case scenario
 How can we resolve/mitigate/use it?
 Price to pay – can we afford it?
 Creating a good growth environment
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54. True to Ourselves
 Public Opinion is neither “Public” nor “Opinion”
 Public is only true for “Public Opinion Leaders”
 Opinion is often a “decided” set agenda - get
buy-in only
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55. Public Opinion in the West
 Kingdom – power from Heaven – Christianity
 French thinker Rousseau’s “Public Agreement” in
1762 – “Public Opinion”
 Voting to delegate our power to someone to
manage the state – the public servant
 Watchdogs – check & balance – constitutions,
media, public opinion
B.C. Lo 55

56. Public Opinion in China
 Sons of heaven – Federalism
 Public opinion – folk & children’s songs, dynasty
changes
 Beliefs – Confucianism, Buddhism, Taoism
 Chairman Mao’s “Single Party” system
 Post Cultural Revolution – correct past wrongs
 Open policy – watchdog & public pressure
 Changes – mass media & internet
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57. Public Opinion Polls
 Test the water/fly kites – to adjust policies
 Know what appeals to voters – how to win
 Participation – call for action – vote & resources
 Seek out people sharing same values – gatherings,
mass media & internet
 Agenda setting
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58. Nationalism – Case Studies
 China Vs. USA
Anti-spiritual pollution, Belgium Coke boycott,
Starbucks in Forbidden City
 China vs. Japan
Prado & Badao, Nippon Paint, Japanese cars
 China Vs. France
Olympic Torch relay, Carrefour stores
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59. HK vs. Mainland China
 D & G incident
 “Invasion” of pregnant women mainlanders
 Anti-mainlander trends in HK & impact on
local tourism
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60. Mainland China Case Studies
 Super girls/ Voice of China
 South China Tigers & tourism
 Milk powder rush around the world
 Red Cross China & impact on NGOs
 Bear bile juice & company public listing
 Human search engines – mistresses,
cigarettes, watches, false qualifications,
moon cakes
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61. Citizen Marketers – 4Fs
 Filters – human wire services, bloggers
 Fanatics – sports fanatics – analyze & call
for action, advocates & drivers
 Facilitators – mayors of online towns – bring
fans together
 Firecrackers – “one-hit-wonders” that attract
lots of attention for one song, incident – tend
to die out quickly, can be highly damaging
B.C. Lo 61

62. Action for a Good Cause
 Fur boycott
 Ban shark fin
 Animal welfare/no animal testing
 Water conservation
 Compassion – disaster relief/ earthquake,
flooding, poverty elimination
 Anti-corruption, anti-child labor
 Education for the underprivileged
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63. In-class Exercise
Case study
Use a case study in either China or Hong Kong to
illustrate how public opinion affects a product, a
service or an organization.
B.C. Lo 63

64. Corporate Reputation & Its
Global Development
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Corporate Reputation
Management
Corporate Reputation: Managing Opportunities & Threats,
edited by Ronald J. Burke, Graeme Martin, Cary L. Cooper

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Corporate Reputation
 Corporate reputation is a function of the
perceptions & attitudes towards it held by
individual members of a particular group of
stakeholders
 Corporate identity – how people outside an
organisation assess those within

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Opinion Research Corporation
Input from 4,000 Executives
 Customer focus – quality of product/service, value
for $, responsiveness
 Competitive effectiveness – quality of management,
investment strategies, financial soundness
 Market leadership – vision, differentiators
 Corporate culture – social image, recruit & retain
talent
 Communications

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Favourable Corporate Reputation
 Employer of choice – recruit & retain talents
 Customers/consumers become advocates – affects
purchase decision

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Good Features
 Distinctiveness – only this company can do it
 Focus – experts in the field, specialized
 Consistency – communications, policies &
practices
 Identity – perceived as genuine & listening
 Transparency – corporate governance

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6 Elements that Build Good
Corporate Reputation
 Social responsibility – support worthy causes
 Communication – transparency, full disclosure &
open dialogue
 High quality products & services
 Talent – rewards and attracts talent
 Financial measures – high investment value
 Leadership – CEO, best in class, sets example
Reference:
Weber Shandwick & Reputation Institute

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Preliminaries – First Steps
 Formulate a corporate reputation strategy &
business sustainability
 Integrate communication & social responsibilities
into the strategy
 Develop a good crisis management strategy
 Good communication of the corporate story to both
internal and external stakeholders
 Good corporate culture that attracts & retains
talent

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Building Blocks
 Emotional appeal
 Vision & leadership
 Social responsibility
 Workplace environment
 Financial performance
 Quality of products and services

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Measurement of Corporate
Reputation
 Recognition
 Trust
 Stock price
 Financial performance
 Employment recruitment & retention

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Building a Corporate Reputation
for New Firms
 Founder’s track record
 Quality of partners
 Certificates achieved
 Board of Directors members
 Logos, stories & success of the brand
 Compare with others – benchmarking

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Corporate Rebranding
Even successful brands need rebranding.
Steps:
1. Develop a brand essence – differ from others
2. Create a guiding framework – balance old & new,
what to keep & what to do more
3. Market needs old & new, or a bigger share
4. Communication training & internal marketing
5. Integrated communications & marketing strategies
6. Promote new brand to all stakeholders

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Damages To Corporate
Reputation
 Product recalls
 Scandals
 Spillovers
 Issues & crisis
 Legal battles
Key: Issue and crisis management readiness

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Audits & Measurement
 Cognitive – Fortune magazine’s annual America’s
Most Admired Companies; FT Global MBA
Ranking – salary after graduation
 Measurement of opinions & experiences of
respondents in different stakeholder groups
 Benchmarking
 What to keep (strength) & what to improve

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Reputation Management Cycle
Measuring
Explaining
Acting
Controlling
Outcome

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Global Reputation
Management Approach
 Employer brand
 Social responsibilities
 Corporate citizenship – what matters most
 Issue & crisis management

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Using CSR to Drive Reputation
1. Identify key stakeholders
2. Understand what they want
3. Identify company VMV
4. Identify communication gaps & create support
5. Take strategic actions to close gaps
6. Consistent communication to stakeholders & public
7. Measure activity effectiveness in increasing
support
8. Analyze & improve

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Know Your CSR Drivers
 Conservationism & environmental issues
 Compassionate – corporate gifting, emergency relief,
food bank
 Creativity
 Volunteerism
 Donation matching
 Recognition & endorsement from third party –
awards & executives on key committees

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Employer Branding
 Employer of choice
 External and internal communications
 Impact on psychological contract link
- job applicants, recruitment & retention
- psychological fulfillment or breach
 Career development
 Empowerment & perception
 Social factors
 Importance of staff communications

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Employer Brand Building Tools
 Newsletters in various formats – old & new media
 Employee portal/website(s)
 Corporate website/apps
 Town Hall
 Employee day/night
 Career development/enhancement – job rotations
 Volunteerism
 Creativity
 Staff family & friends engagement

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Group Discussion
Apply what you have learned from the Corporate
Reputation Management section to analyze a local
branch of an international company.
Prepare a plan to enhance its corporate reputation.

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Defending a Product at
Risk – Issues and Crisis
Management

86. Old Days Are Gone
 Government could gag media
 Local story could be contained
 Monetary solutions
 Cooperate with media to attack competition
 What happened inside to stay inside
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87. Incidents and Crisis
An emergency situation that needs immediate
action to avoid serious damage to business,
people or brand or, that could result in serious
adverse publicity.
Reference:
International Public Relations Association
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88. Common Crisis Elements
 One or a series of negative incidents/events
 Serious damage to image, brand property &
people
 Business disruption
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89. Issue and Crisis Management
Your success is determined by how well you
can manage the “coverage” – both traditional &
new media.
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90. Crisis Management Approach
PRP
 Prevent if possible
 Reduce negative impact
 Protect company future
Key = Good planning in advance
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91. General Principles – 4 Cs
 Control – agreed process
 Contain – prevent escalation, localize, isolate
 Concern – show concern for public
 Caution – facts first, avoid hasty reactions,
speculation & over disclosure
B.C. Lo 91

92. Step 1:
Identify All Possible Threats
 Plant related
 Transportation related
 Employee related
 Product or package related
 Customer related
 Supply related
 National disaster
 Terrorism & violence
B.C. Lo 92

93. Step 2:
Physical Check
1. Do you have an early alert system?
2. What notification system in place?
3. What is the emergency response plan?
4. What internal issues can cause damages if
exposed in public?
5. Spokesperson in Crisis
6. How much information we share with public?
7. How to reach management & employee?
B.C. Lo 93

94. Step 2:
Physical Check (cont’d)
8. How does this happen in other organizations?
- How many times has it taken place?
- What lawsuits or investigation faced?
- What can we learn from this?
- What will we do if it happens on us ?
- What can we change to prepare to face a
similar situation?
B.C. Lo 94

95. Early Warning System
1. 2/3 begins with negative news
2. Negative news worksheet
- fact finding
- assessment
- reaction analysis
- Recommendations to management
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96. Q1: Do We Have an Early
Warning System?
1. Timely daily clipping report – print, electronic
& new media
2. Do we have the right contacts in media,
government and other key stakeholder
groups?
3. Time needed to reach management during
odd hours
B.C. Lo 96

97. Q2: Do We Have an Updated
Emergency Response Plan?
1. When was it last updated/tested?
2. Is it tied in with plans from others
sites/countries/head office?
3. When was last approval?
4. Who are the team leaders and members?
5. How soon can they get ready?
B.C. Lo 97

98. Q3: Any Internal Issue that Can
Damage Us if Goes Public?
1. What are they?
2. How does it impact us & stakeholders?
- lawsuit
- government investigation
- share price fluctuation
3. Will it affect head office, other markets?
4. How can we minimize/mitigate/resolve?
B.C. Lo 98

99. Q4: Spokesperson in a Crisis
1. Who is he/she? Any alternative?
2. Does he/she has all the needed information?
3. Disclosed information approval steps & time
4. Who has the final say – important legal role
B.C. Lo 99

100. Q5: Communications with
Management
1. Who makes the calls at different levels?
2. Any impact to employees/customers/suppliers/
shareholders/government?
3. Who calls the shots?
4. Recommendations to management
B.C. Lo 100

101. Q6: Early Warning System
1. When was the first indicator? Who alerted you?
Why?
2. Any similar incidents recently?
3. Any insight & source?
- What questions asked? Reporter’s attitude &
background
- What is our response?
- What will likely be the coverage - tone & size
B.C. Lo 101

102. Communications in Crisis
 Find out what is known and unknown
 Weigh disclosure options & develop a plan
 Get support from senior management
 Brief the media – document after each interview –
protect and improve
 Anticipate the aftershocks
 Document & share learning
B.C. Lo 102

103. Dealing with Media in a Crisis
 Be honest – don’t lie, best truth
 Facts – double check everything
 Get management support
 Third party support – industry association,
academia, authorities
 Remember: you are not working for the media.
They can be your friends, not partner
B.C. Lo 103

104. Dealing with Media in a Crisis –
Keep at Local Level
 Isolated incident
 Use local public opinion leaders, business leaders,
academia or other third party
Remember not so say:
- Anything without approval, avoid “no comment”,
internal conflict, personal matters
- Do not comment on competitor(s)
B.C. Lo 104

105. Staying in Control in Crisis
 The first hour – find out what is known and what is
unknown - cut through the chaos, check all available
information/data
 Weight disclosure options, build a disclosure plan –
minimize impact quickly, anticipate questions &
possible development, focus on known facts
 Get management support/clearance before meeting
media – build confidence, don’t push
B.C. Lo 105

106. Staying in Control – Before You
Speak
 Take time to get used to surroundings
 Look clam & confident – get notes in order
 Be brief – focus on confirmed facts & messages
 Don’t be pressured into responding – friendly,
polite but firm
 Check and confirm with authorities – be
consistent
B.C. Lo 106

107. Staying in Control – Anticipate
the Aftershock
 Time to resolve the crisis – can be a long time
 Additional resources to sustain effort
 Possible legal/government/labor/insurance & other
issues
 Document everything to defend yourself and for the
review to improve, compare notes
B.C. Lo 107

108. Shall We Be Proactive?
 No, unless absolutely in need – give the right facts
 Unless in a recall or pressure from consumers/
suppliers/employees
 No management on camera unless needed
 On-camera – if someone important to say/clarify
B.C. Lo 108

109. Shall We Recall Products?
 Health & safety issues
 Advised by government or authorities
 Recall is costly, damaging reputation & business
 May impact other markets & head office – decision
made after consultation
 Make sure proper authority is given in advance,
recovery system in place
B.C. Lo 109

110. Build Relations in Advance
How?
 Product news/marketing events
 Journalists, public opinion leaders, bloggers,
 Media gatherings, public occasions
 Find/Seek them out – internet, direct message
B.C. Lo 110

111. Case Studies & Syndicated
Exercise
 Coca-Cola Belgium boycott
 Product recall
 The Pellet lesson
B.C. Lo 111

112. How to Write a CM Plan
 Start with what needs to be protected
 Create a crisis management team
 Create guidelines/procedure – flow chart
 Establish a crisis center/war room
 Prepare alert system & material in advance
 Aftermath management – documentation & learning
B.C. Lo 112

113. B.C. Lo 113
Media Relations in Global
PR

114. Basic Understanding of News
Media
 Electronic – radio, TV
 Print – newspapers, magazines, trade
 New media – websites & bloggers
 Beat – special field, business, geographical
 News agencies – local, regional & international,
government, business
 Correspondents, chambers of commerce,
embassies
B.C. Lo 114

115. Media Opportunities
 Editorials – co-ops, trade development
 Expert articles – columnists, talk shows
 Cases – successful cases, landmarks
 Events – media events
 Interviews – exclusive, group, live, on-camera
 Blogs & websites
 Media convergence – eroded borders – news
websites
B.C. Lo 115

116. Create Viral Word-of-Mouth
 Capture the imagination by being fun
 Easy to use and highly visible product
 Target well – interest and engage audience
 Associate with credible sources
 Combine delivery technology – text, video
B.C. Lo 116

117. Key Opinion Leaders (KOL)
 Know where to find them
 Make sure they have appeal/draw
 Citizen marketers (4Fs) – filters, fanatics, facilitators,
firecrackers
 Blogs & bloggers
 Offline word-of-mouth, face-to-face, telephone
B.C. Lo 117

118. What is News? Story Told First
Time
 Famous & successful people, heroes
 New facts, discovery, first of its kind
 Human interest, love, hero, role model
 Locally related, nationalism
 Disasters, conflicts, fights
 Gossip, money, sex, power
 Underdog
 Trends
B.C. Lo 118

119. The Press Release
 The 5Ws 1H – what, who, where, which, why, How
 Inverted primary writing – must have first
 Backgrounder
 Fact sheet
 Frequently Asked Questions (FAQs)
 Supporting material (certificates, pictures)
 Press kit – paper Vs. electronic
 Video news release
B.C. Lo 119

120. Selling a Story
 Newsworthiness
 Credibility
 Relationships
 Beliefs & values
 Interests
 Communications
 Exclusive
 Fitting into editorial calendar
B.C. Lo 120

121. How Are You Sure You Have the
Media Interested?
The Harris Grid
Newsworthiness
High Low
High
B.C. Lo 121
Press
conference
Use of
celebrity
Give a reason
Charity, first of its
kind, new
application
Sponsorship
Consumer Interest Low

122. Use of Pictures or Video
“A good picture is worth a thousand words.”
 Availability of good photographer/briefing
 Proper caption
 Hard copy Vs. soft copy
 Nature of news media & preference of editors
 Picture Vs. footage
B.C. Lo 122

123. Proactive or Reactive
 Proactive – when you want publicity
 Reactive – when you want to clarify
 On-camera or off-camera – preparedness
Are you prepared:
 Background, statement, key messages, Q&A
 Media training – rehearsals, latest facts
B.C. Lo 123

124. In-class Assignment
Apply Harris Grid to design a media event you are
going to stage in the near future for a product or
service of a MNC operating in HK or China.
You must pick a product or service first. Then use one
of the 10 brand building tactics to define what you are
going to do for an event.
List out how to generate the news angle with different
tools you are going to use.
B.C. Lo 124

125. Understanding
Government Relations in
Asia
B.C. Lo 125

126. Code of Ethics/Foreign
Anti-corruption Acts
 Most MNCs have it – protection of company, brands,
property & management
 Protect shareholders by preventing a market
dragging the whole system down
B.C. Lo 126

127. Basic Questions
 Why and how did it happen?
 What is the core problem – governance or
government?
 Our objectives
 Key decision maker(s)
 What is the price? Can we afford it?
 Can competitors, trade, supplier involvement
B.C. Lo 127

128. Clear Objective for Our Actions
 Fact finding or seeking help
 Approval
 Protect our reputation to prevent government
intervention
 Lobbying
 Put competitor on the defense
 Create a barrier for entry
B.C. Lo 128

129. Legal Conditions
 Foreign Anti-Corruption Act/Foreign Practices
Act/ICAC
 State Department (government) requirements
 Corporate governance
 Local restrictions/protection
B.C. Lo 129

130. Class Exercise – Are We
Prepared?
 List all organizations that you/your company need to
reach out for government relations activities.
 Do you have the latest information of the key
contacts?
 If not, how are we going to develop the network?
 When was the last time we update the lists?
B.C. Lo 130

131. B.C. Lo 131
Event Sponsorship −
Use of Sports, Art, Cultural
Exhibitions & Events as Tools
Event Sponsorship by Bruce E. Skinner & Vladimir Rukavina

132. B.C. Lo 132
History of Event Sponsorship
 Since Roman Empire – Michelangelo, Leonardo de
Vinci
 Advertising − 1600s, e.g. classified ad in French
newspaper in 1631
 Pioneers – 1920s to70s, e.g. Goodyear Blimp, Philip
Morris Festival of Stars at the Kentucky Derby
 Era of development – 1984 onward, e.g. LA
Olympics & Peter Ueberroth
 Added Value of 1990s – measured by sales, B2B,
ROI
 Technological era – cybercast of Elton John concert

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Key to a Successful Event: Media
 Present the dominant event in community, industry,
region or international appeal
 Media exposure – coverage, coverage…
 Grab hearts and minds of majority
 Do something others cannot/have not
 Develop a high regard event – “value” what people
talk about – only “they” can do it
 Make it something sponsors cannot stay away from

134. B.C. Lo 134
Sponsorship – Why
Supporters
 Must invite sufficient media coverage
 Must attract existing and potential users – the warm
and fussy feeling
 Meaningful link between product & event, engage
users, customers and key stakeholders
 Link needs to be evident, not intrusive
 Can support promotion, ad and marketing campaign
 Results can be evaluated – Return On Investment

135. B.C. Lo 135
Event Planner’s Marketing plan
 What you have to sell – internal/external coverage
 Start by selling to media – coverage
 Which categories of company should you
approach – reasons that motivate them
 Any existing supporters of similar events – right fit
 How they do it in similar countries/markets
 Look at account payable to decide what you need to
get

136. B.C. Lo 136
Key for Event Sponsorship
 News creator(s) – the draw of officiating guests
 Participants, invited guests of event – relations
building – atmosphere
 Media exposure – national, regional and
international coverage
 Marketing opportunities – reach new customers
and enhance relations with existing ones

137. B.C. Lo 137
Music, Sex and Sports
Overcome Cultural
Boundaries

138. B.C. Lo 138
Revenue for Sports Events
 Broadcast rights – 1/3 to 40%
(coverage = advertising slots)
 Merchandising and licensing – 1/3
(How can a sponsor make use of this?)
 Tickets and on site – less than 1/3
(sponsor’s right – hospitality)

139. B.C. Lo 139
Sports Sponsorship in Mainland
China
 Success in the1984 LA Olympics
 China reform policy
 2 rest days a week provides leisure time
 Public fund cuts, alternate resources
 Health consciousness
 Business opportunities

140. B.C. Lo 140
Sports Sponsorship Goals
 Promote sales –
identify the link
 Enhance awareness
 Increase acceptance
 Grow loyalty – award
loyal customers
 Customer relationship
 Government relations –
effective market entry
 Corporate image &
reputation
 Product trial
 Employment relations

141. B.C. Lo 141
Entitlement
 Use of name
 Use of mascots
 Promotion
 Venue publicity/media
exposure
 Endorsement
 Tickets & hospitality
opportunities
 Olympics
 World Cup
 Asian Games
 National Games
 Premier Leagues
 NBA

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Naming Rights
 Associate a venue with your company/brand
 Difficult to capture Return On Investment
 Continued media coverage is limited
Case study: Kodak & Oscar venue

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Using Sports Celebrities
 Official brand/product spokesperson
 Media exposure for events and activities
 Charity/community projects
 Use of products
Alternative planning
- Scandals and negative associations, e.g. Tiger
Woods
- Ambush marketing

144. Return on Investment
 Sponsorship – may be just permission to use logo,
mascots, publicity material and limited tickets, e.g.
Olympics, World Cup
 May need the same or double investment to
capitalize on what you have paid
 Need to set aside funding to prevent ambush
B.C. Lo 144

145. B.C. Lo 145
Sports Celebrities: Plus and
Minus
 Hope for the best and plan for the worst
 Paparazzi – scandals, the dark side
 Short shelf life of celebrities
 Cultural conflicts
Case studies: Tiger Woods, NBA Superstars, English
Premier League

146. B.C. Lo 146
Arts, Music and Cultural
Sponsorship

147. Use of Celebrities, Successful
Leaders, Heroes
 Common tool for Fast Moving Consumer Goods
(FMCG)
 Quick awareness and acceptability
 Celebrities seeking partnership with FMCG due to
the high advertising investment
 Need alternative plan in place on Day 1
 Celebrity acceptability can change overnight –
scandals, nude pictures, drugs, alcoholism
B.C. Lo 147

148. Charity Event Sponsorship
Commonly used platforms:
 Education – Project Hope, Pink Chalk
 Environmental protection – water conservation
 Family relations – mother/father & kids,
developmental skills, EQ/IQ
 Health – oral hygiene, Operation Smile
 Compassion – flood/earthquake relief
B.C. Lo 148

149. Supporting Charity Events
 Is your consumer interested, likely to or will take
part?
 Is it a creditable event? Is the partner reliable?
 Will this give your consumer a reason to buy?
 Will our publicity backfire?
 How can I prevent competitors to ambush?
 How to draw a line to prevent backfire?
B.C. Lo 149

150. Commonly Used Tools
 1 per purchase/item
 Lump sum
 Matching – internal & external
Key – contingency
B.C. Lo 150

151. Keys to Successful Event
Management
Coverage – appeal of the event, celebrities to take
part, any local community and CSR element
3 Keys
1.VIPs – news generators, photo opportunity
2.Audience – hospitality, how can sponsor get most out
of it
3.Media – publicity pre-event, during the event and
post event
B.C. Lo 151

152. B.C. Lo 152
Case Studies
 Tennis – Opens and Masters
 Standard Chartered Marathon
 SPCA Dog Walkathon
 Olympics, World Cup, NBA, CBA
 Premier League, Super League
 Pink Chalk Project
 Health Train, Obis

153. Group Assignment
Apply what was discussed in class to develop an
event management plan. It can be a sports, cultural
or charity event.
Remember to start with getting media coverage.
State clearly your objectives, event logistics and
publicity details and how you define success and
ROI.
B.C. Lo 153

154. Ambush PR – Guerilla or
Parasite Marketing
B.C. Lo 154

155. Ambush PR
 Started in sports sponsorship, spread to other
marketing/business activities
 Creates confusion for major sponsorships, e.g. no
need to pay for sponsorship fees – more resources
to put into markets
 Create distraction to affect competitor’s marketing
effectiveness
B.C. Lo 155

156. International Olympic Committee
 Ambush marketing will destroy the funding of the
Olympics. We must handle seriously.
 Funding – The Olympic Programs (TOP) provide
money for organizing committee
B.C. Lo 156

157. Case Studies
 Fuji Vs. Kodak 1984: Kodak TV spend
 Seagram 1998: athlete’s family to Seoul
 Adidas Vs. Nike 1992: Nike’s Dream Team, Amex
room key in official hotel
 Puma 1996: champion holding shoes
 Annett Vs. Qantas 2000: Annett (Track and Field)
B.C. Lo 157

158. IOC Weigh In
 IOC – Ambush marketing will destroy our funding.
Introduction of strict guidelines to combat ambush
marketing
 2000 onward Clean City Act in Sydney Olympics
 2004 Athens Olympics
 2008 Beijing Olympics
 2012 London Olympics
B.C. Lo 158

159. Ambush Marketing
 Use of creativity
 Morals & ethics
 Hard to use repeatedly
 Price and consequences
B.C. Lo 159

160. Group Discussion
Describe a successful ambush PR event in China or
Hong Kong
B.C. Lo 160

161. Creativity In PR, 4th Edition,
Andy Green, Kogan Page, CIPR
Creativity in Public Relations
B.C. Lo 161

162. Definition of Creativity
“A creative act consists of not only originating
but also evaluating the added value it
contributes.”
“It is not novelty of its own sake, but it must
produce some form of value that can be
recognized by a third party.”
Andy Green, Creativity in PR
B.C. Lo 162

163. Green Light & Red Light Thinking
Green Light Thinking
 Anything goes & permissible
 Anything is possible
 The big picture is in the context
 Combinations of new elements
 Positive impact of risk
 Looking at pictures, sound &
movement
 Emotional & intuitive
 Anything can happen in the
future
Red Light Thinking
 Analysis
 Judgment
 Practicalities
 Functionality – will it work
 Negative impact of risks
 Details
 Logical
 Examine what worked in the
past
B.C. Lo 163

164. Different Thinking
 Same box thinking – within existing paradigm
 Smaller box thinking – focus on one small part of
the existing paradigm, e.g. target a niche group,
new life for quick win, change color
 Bigger box thinking – breaking down and going
beyond the boundaries of the original paradigm
– sample pen/pencil in space ship
B.C. Lo 164

165. Creative Thinking Spectacles
 Directors – extremely clear focus, quickly find out
problem, move quickly, but may see 1-2 issues, miss
some opportunities
 Analysts – see order and structure in analysis,
uncomfortable in chaos, process takes over the end
goal, may lead to paralysis
 Enthusiasts – greater scope & energy, not do the
simple & obvious
 Team players – team focused, too focused on people,
shy away from taking action
B.C. Lo 165

166. The Creative Process – 5 Is
 Information – get relevant information, “why”
 Incubation – set aside & think, subconscious,
day dreaming, time management
 Illumination – flash of inspiration, record it
 Integration – working within the media
 Illustration – translating the idea within the
context
B.C. Lo 166

167. Encourage Creative Technique
 Suspend judgment
 Stimulate a quantity of ideas
 Focus on details of a situation, of a problem
 Combination of different elements
 Structure information, review situation
 Encourage creative stage of mind
 Prevent anxiety
 Make time to be creative
B.C. Lo 167

168. Suggested Techniques
 Establish the creative range – the safe
option/extreme
 Work backwards from the future
 State the problem in reverse
 Create an imaginary person
 Snakes & ladders – pros and cons
 Forced combinations
B.C. Lo 168

169. Using the 7 Sins
Sin Prompt Qs Application
Greed Save/make $
Sloth Easier life – convenience
Anger Avoid what angers you
Pride Feel good – social status
Envy Make people jealous
Lust How to look attractive
Gluttony Satisfy hunger
B.C. Lo 169