Risk issues and crisis management / Michael Regester and Judy Larkin.

By:

Regester, Michael

Contributor(s):

Material type: Text

TextSeries: PR in practice seriesPublication details: London : Kogan Page, 2005.Edition: 3rd edDescription: 192 p. : ill. ; 24 cmISBN:

0749443820 (pbk.)

Subject(s):

DDC classification:

658.4056 REG

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658.4056 REG (Browse shelf(Opens below))	1	Available		39002100301739

Enhanced descriptions from Syndetics:

'Clearly written and sympathetic without taking sides, this book could really make a difference for your company if the unexpected happens.'Marketing BusinessThe reputation of an organisation 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 and even more in the case of the FTSE 100. This third edition of Risk Issues and Crisis Management has been completely revised and aims to define reputation, explores how to value it and provides practical guidelines for effective reputation management.This latest edition features 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, Coca-Cola's launch of Dasani water and Shell oil reserves, as well as issue management models from organisations such as Daimler-Chrysler, Dow Chemicals and Westpac, the book charts how rapidly the reputation management agenda moves and yet how slowly business learns.

Previous ed.: 2002.

Published in association with the Institute of Public Relations.

Includes bibliographical references and index.

Table of contents provided by Syndetics

Part 1 Risk Issues Management
1 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
2 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
3 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
4 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
5 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
6 Implementing an issues management programme
Examples of issue management models and processes
Summary
Part 2 Crisis Management
7 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
8 Perception is the reality
A tale of three sorry tankers
Summary
9 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

Excerpt provided by Syndetics

PART 1 RISK ISSUES MANAGEMENT 1 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 2 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 3 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 4 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 5 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 6 Implementing an issues management programme Examples of issue management models and processes Summary PART 2 CRISIS MANAGEMENT 7 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 8 Perception is the reality A tale of three sorry tankers Summary 9 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 10 The legal perspective Legal pitfalls when communicating in crisis Case study: Herald of Free Enterprise Case study: TotalFina and the Erika oil-spill disaster So what is the lawyer's role in a crisis? Compensation Ex-gratia payments Summary 11 Planning for the unexpected Calm and positive thinking Deeds versus declarations Planning to manage the crisis Appointing the teams Communication hardware Crisis prevention Selecting team members Putting the plan in writing Testing everything Summary 12 Crisis communications management Stena Challenger grounding Background information to seize the initiative Set up a press centre Managing the press conference Dealing with the television interview Coping with hundreds of telephone calls Responding to calls from relatives The news release Keeping employees informed Using your website The role of the emergency services When it is all over Summary Excerpted from Risk Issues and Crisis Management by Michael Regester, Judy Larkin, Chartered Institute of Public Relations Staff All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Author notes provided by Syndetics

Michael Regester and Judy Larkin draw on 30 years' experience advising corporations on what to do in anticipation of potential risk issues and how to cope in crisis situations. They run their own London-based consultancy, Regester Larkin.