wsw Influence Mag 2 - CreativeMatch

wsw Influence Mag 2 - CreativeMatch


the power to influence outcomes

issue 1 October 2002




news • a question of trust • healthy outcomes • PR week awards • size matters


Influence is produced by Visual Communications @ Weber Shandwick,

Fox Court, Gray’s Inn Road, London WC1X 8WS. Tel: 020 7067 0000



David Brain, Joint CEO, +44 (0)20 7067 2846

Weber Shandwick

UK & Ireland

Colin Byrne, Joint CEO, +44 (0)20 7067 0191

Weber Shandwick

UK & Ireland

Practice area

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Peter Morgan

Media Relations +44 (0)20 7405 2451


Dawn James

Management +44 (0)20 7067 0307


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Tessa Curtis

Communications +44 (0)20 7905 2523


Susan Ellis

Communications +44 (0)20 7950 2851



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PACHA London was the

venue for the new Weber

Shandwick’s 1st Birthday

party. PR professionals,

journalists, business people

and the odd celebrity

attended the event!

Left to right; Julian Heynes, News

Editor at CNBC Europe, Katie

Comer from Bloomberg and Tom

Batchelar from Bloomberg.

Left to right; Colin Byrne, Joint CEO Weber

Shandwick UK & Ireland, John Leslie, Presenter of

ITV's 'This Morning' and Cameron Saul, son of

Mulberry Chairman and Chief Executive Roger Saul,

show off the handbags that were raffled for the

Mulberry bottle top campaign AIDS charity.

Rachel Faulkner, Senior

Communications Manager

at The Prince’s Trust.




Shandwick's popular Influence lunch

programme of media, City and political

guest speakers kicked off in September

with Matthew Gwyther, Editor of

Management Today (pictured). Further

speakers in the autumn series include David

Smith, Economics Editor of The Sunday

Times and Charlie Burgess, Editor of Media



WEBER SHANDWICK’S Healthcare practice helped to turn around

the fortunes of Copaxone, a Multiple Sclerosis drug, in just two


Copaxone was launched in the UK in 2000 and immediately

submitted to the National Institute of Clinical Excellence

(NICE) for approval. Without positive NICE guidance it was unlikely to

be prescribed on the NHS, but the prognosis was not looking good.

"Our challenge was to raise the profile of Copaxone because the

drug was getting overlooked in favour of beta interferons – it was ‘lost

in NICE’," explained Caroline Lynch, who led the campaign.

"We did this by educating journalists and increasing the brand’s

share of voice so that awareness of Copaxone grew."

With no time for a traditional cascade of information, Healthcare

advised increasing Copaxone's profile in



IT’S A LITTLE-KNOWN fact that children’s favourite Noddy was

once asked to ring the bell at the New York Stock Exchange to signal

the start of the day’s trading on Wall Street.

He may well be asked back if owner Chorion PLC has its way,

after it recently invested £10 million giving Noddy a computergenerated

make-over to bring him (and his friends) into the 21st


A TV deal followed and the new 100-episode series ‘Make

Way for Noddy’ is currently being shown on Channel 5’s

Milkshake breakfast programme, with Chorion expecting its revenues

to grow substantially from associated merchandising, publishing,

audio book and video and DVD tie-ins.

Maximising the potential from each deal is very important to

Chorion, who are working in partnership with Channel 5,

Universal Pictures Video, HarperCollins and BBC Magazines

to introduce Noddy to the next generation of young children.

Hilary Jeffs, Account Manager at Weber Shandwick, said: "When

you have this many partners involved in such a high profile project, it is vital that all

the activity is co-ordinated and that the Noddy brand is given a single voice.

"We have recently begun a wide ranging public relations programme to deliver the

message that this traditional classic retains all its core values, but has been updated to

cater for today’s audience through modern educational and entertainment formats."


BIG PLANS are afoot to promote two of the original ‘grand

dames’ of the London hotel scene - the five-star Langham Hilton

and the London Hilton on Park Lane.

A renaissance is taking place among hotel-goers, and the

fascinating history of these two residences makes them the

prime movers in the re-emergence of traditional English quality.

The London Hilton on Park Lane celebrates its 40th birthday

next year and, along with the Langham Hilton, it will benefit from

a programme of events to celebrate its history.

Weber Shandwick’s Consumer Account Director, Fenella Grey,

commented: "We are working with Hilton International to

enhance both hotels' reputations, increase reservations from

business and leisure travellers and boost revenue in the

restaurants and bars.

"Various projects are under way including using celebrity

guests to reposition the hotels as 'the place to be', increasing

the profiles of the executive chefs and working with creative

industries to use the hotels as film, television and fashion-shoot





the consumer media to put pressure on

decision-makers and encourage patients

to ask doctors about it. Communication

messages were highlighted and faceto-face

briefings took place with


The campaign resulted in 143 pieces of coverage reaching 25.5

million people and Copaxone’s sales increased by 23 per cent in two


Finally, Copaxone was not recommended by NICE, but public

pressure means it has been included on a revolutionary new

Department of Health scheme to make MS therapies available on the

NHS – the first time this has ever happened following a negative NICE



YOU RARELY find eminent politicians

running round a football field, but this year

the football season had an unusual curtainraiser

in the form of the Parliamentary

Football Challenge.

McDonald's, the new sponsors of the FA

community programme, hosted the match in

Cardiff the day before the newly launched

FA Community Shield.

The match pitted the national pride of the

Welsh Assembly against a Westminster 11,

in aid of Sven Goran Eriksson's Truce

International football charity.

Sir Geoff Hurst, McDonald’s Director of

Football, was all smiles as he led the

Westminster team to score twice in 20

minutes. The Welsh side needed to fight

back, which almost happened literally when

Welsh ringer, and (rugby) football legend,

Gareth Edwards, squared up to Jim Murphy

MP after a few feisty tackles!

The Welsh began to outplay the

Westminster 11 and the game resulted in a

two all draw with a good time had by all.

Not only did MPs and Welsh Assembly

members play a (largely) fun match for charity

but, with the help of Weber Shandwick’s

Public Affairs practice, McDonald's found a

novel way to inform politicians about their

new investment in community coaches.



ADOBE, MICROSOFT, Managed Objects

and Easynet are working with Weber

Shandwick | Miller Shandwick, on projects

ranging from free broadband access for

schools to product launches.

MD, Michelle McGlocklin, said: "Clients

were impressed by our expertise in digital

media, knowledge of influencers, knowledge

of target audiences and the political input

that we can provide."

Weber Group Europe has been hired by

TSYS - one of the world's biggest card

processing payment companies. Other wins

include Telecom Service Centres, Eclipse

Internet and smartcard vendors Datacard.

MD, Zoë Arden, said: "We are growing

existing clients and attracting new ones - all

of whom appreciate our technology

expertise and results-focused approach."





This is the 16th year of the PR Week Awards and the quantity and quality of entries keeps

increasing. There are more than 700 entries for 2002, with new categories added for Public

Sector Department of the Year and Corporate Communications. Winners are announced at an

award ceremony on 30 October and hopes are high as Weber Shandwick’s clients have been

nominated in seven categories.

Young PR Professional of the year

AT JUST 27, Becky Green, an Associate Director at Weber Group

Europe has developed a deep expertise in enterprise software and

leads some of Weber Group Europe’s biggest client accounts. These

include the world’s largest privately held software company, SAS

Institute, the market leaders in enterprise server software, BEA

Systems and J D Edwards, collaborative commerce experts.

Becky expanded the first two accounts from a purely UK brief to

an EMEA responsibility as well. Together these clients make up over

a quarter of Weber Group Europe’s annualised revenue for 2002.

Zoë Arden, Weber Group Managing Director, said: "Her office is

Corporate Publications

WOOLIES NEWS was due for a make-over

when Weber Shandwick was given the goahead

to relaunch it in 2001. The 12-page

tabloid was the only regular

communication to reach the 30,000

workforce but was losing effectiveness.

Weber Shandwick proposed

replacing the 12-page, tabloid with a

full colour, A4 magazine, taking a

lead from Bella, Best and Take a

Break – magazines popular with

the workforce.

Moving away from staff

pictures, the front cover was

devoted to a ‘celebrity’ picture

with a Woolworths

connection. December’s

print run was split between

Ant and Dec, who appeared in

the company’s Christmas advertising.

Popular features were retained, new ones

were introduced, and requests for more product

information were met by introducing a double page spread

of new products. A double page business file was added and

regular articles from the managing director give the magazine


Anna-Marie Muldowney, Woolworths Account Director, said:

"By mirroring the mainstream magazines popular with its

audience, Woolies News has been transformed into a vibrant,

informative and easy-to-read magazine.

"Since the relaunch, feedback has been very positive with staff

saying they are reading it for the first time. There has been an

unprecedented level of requests for copies, the distribution list

has been overhauled, and the print run and pagination has been


frequently filled with flowers from grateful clients

who send her ‘get well’ balloons when she is

sick and one had to be physically restrained

from bringing in magnums of champagne when

they heard about her recent promotion. One of

Becky’s biggest strengths is her skill at growing

her teams. Every single person on her teams

who joined before 2002 has been promoted at

least once – she is a great advocate and


Corporate Communications

CHANGING THE NAME of the Royal Ulster

Constabulary to the Police Service of

Northern Ireland (PSNI) was one of the most

challenging and politically charged rebranding

events in policing history. The

programme’s key objectives were to

position PSNI as a progressive,

professional service; to provide practical

public information on issues such as the

new uniforms, the new police warrant cards,

and code of ethics; and to foster internal

ownership of the new service.

Communications were developed to enable

District Commanders to drive the message internally

and ensure staff support. A video, which was watched by over

10,000 staff, was produced to motivate staff and promote the key


Externally, previews of the new service crest and uniform were

held in Belfast and Derry to engage politicians, the Policing Board,

community and business leaders and the media. Politicians, council

members, business leaders, church representatives and other

interested parties attended the graduation of the first new PSNI


John McCandless, in Weber Shandwick’s Belfast office, said:

"Communications reached over 85 per cent of the service’s 14,000-

strong police and civilian network within three days of issue. Media

coverage ensured maximum recognition of the new crest and

uniform, with public awareness levels recorded at above 70 per

cent. A website explaining the new policing ethos to the wider world

recorded over 550,000 hits during the launch month."

This campaign has also been nominated in the Public Sector


Internal Communications

WEBER SHANDWICK helped scrap the One 2 One brand and

introduce its 8,000 employees to T-Mobile! With 24 offices and

108 retail units nationwide, accessibility was key and

communications had to reflect T-Mobile’s ‘Get More’ strapline.

A special website explained the reasons for change and the

company vision. The Loop, the monthly corporate publication,

ran two special editions focussing on the T-Mobile launch day

and posters explained what it meant to become part of a global

organisation. ‘Experience T-Mobile’ events highlighted the

business case for change and gave an opportunity for questions

and answers.

On the day itself, offices were decorated, a special T-Mobile

Day CD was played and plasma screens ran T-Mobile Day

videos. Employees received free food and drink, and a cube gift

box containing a T-Mobile fleece and a camera to take part in a

photography competition. Gifts were accompanied by a letter

from T-Mobile’s CEO, the special edition of The Loop and a Daily

Telegraph T-Mobile supplement.

A giant cube, supporting the new corporate identity, was built

at the head office as the focal point of the day’s celebrations.

The top 40 stores around the country celebrated the day with a

selection of circus performers.

Vouchers were sent to all employees for an ‘experience’

appropriate to them to enjoy at their convenience and they were

given a bottle of pink champagne!

Evaluation has shown that staff are proud to be part of a global

organisation, feel appreciated, inspired and are great

ambassadors for the brand.

Dick Lumsden, Managing Director of Weber Shandwick’s

Visual Communications practice, said: "This was a complex

internal communications project involving a number of different

channels and a very tight timetable. It is a tribute to all involved

that it succeeded so well and met all of the pre-set objectives."

Marketing Communications

EDINBURGH PARK - one of the UK’s largest business parks - has

grown steadily since its inception in 1992, and now has over 7,000

employees. As a result of this growth and Edinburgh’s lack of

effective transport facilities, rising traffic volume was impacting on

those who work at Edinburgh Park. In order to gain planning

permission to construct of a second phase of the Park, the

developer needed to address transport issues.

Lesley Clark, Account Director, said: "We recommended a number

of green transport initiatives and worked with Edinburgh Park to

develop ep-online, Scotland’s first multi company car-sharing

scheme, managed via ep-online.

"ep-online is essentially a multi-site intranet, linking the Edinburgh

Park community. The task was to launch with

a short, sharp burst of activity that would ensure every employee

was aware of the site URL."

A launch day ‘stunt’ was staged to create a bit of a buzz. A team

Public Affairs


(BCP) called in Weber Shandwick’s Public Affairs

practice to progress its vision of regenerating the

town through building Las Vegas style 'Resort

Casinos’. Unfortunately for Blackpool, the

proposals required liberalisation of Britain’s

archaic gambling laws. A government gaming

review was under way and the task BCP set

Weber Shandwick was ‘to achieve a liberalisation

in gaming legislation allowing the development of

Resort Casinos in Blackpool.’

Pete Bowyer, Public Affairs, said: "We focussed

on a solid regeneration case and evidence of local

support. We had to move quickly to be heard by

the review body and had to appeal to

government, Parliament and journalists. Despite

the consultation deadline having passed, after

intensive lobbying and research we presented to

the review body. Our efforts worked as the

Gaming Review Report came out in favour of


Following the release of the Report, it was vital

that Blackpool was established as a preferred

area to develop Resort Casinos, and Public

Affairs had to build parliamentary support and

keep the issue on the agenda.

Pete added: "We wanted to combine the

glamour image of bringing Las Vegas to the UK

with a serious political message of regeneration.

Glamour was provided through holding ‘Casino

Night’ receptions at the party conferences.

Gaming tables, chips and entertainment were

provided and the political punters flowed in.

"When parliament returned, support-building

continued with mailings, advertorials and

briefings. This resulted in numerous politicians

backing Resort Casinos in Blackpool."

By keeping the gambling issue in the spotlight,

the Government felt pressure to respond to the

Gambling Review Report, and produced its White

Paper early. This White Paper supported the

liberalisation of the gaming laws that would

enable Resort Casinos in Blackpool.

The potential impact of resort casino hotels on

Blackpool gained blanket coverage to the value of

£4 million on the day the announcement was

made, despite the fact that the word Blackpool is

not mentioned once in the White Paper. BCP’s

case of using resort casino hotels to regenerate

Blackpool was made.

of ‘corporate hitch-hikers’ were let loose on the Park during the

morning and afternoon rush hours, displaying the web address

on hand-written cardboard signs, and chatting to motorists.

Posters were displayed in the public areas of each company

and an e-mail flyer was sent directly into the inbox of all

employees. To be sure that absolutely no one had missed the

web address, it was displayed in three-foot high lettering at the

most prominent area of the Park, next to the busiest traffic light

junction, where it stayed for one month.

Edinburgh Park’s shuttle bus, which ferries passengers to and

from the nearest train station, also displayed the website


The launch was a great success with the site receiving

215,810 hits in month one and more than 10 per cent of

employees are already signed up to car share. Ongoing

initiatives are under way to increase this number still further.





David Brain


Colin Byrne


Business leaders and politicians are finding they have more

and more in common, argue Colin Byrne and David Brain,

Joint CEOs of Weber Shandwick in the UK & Ireland.

Trust is the Holy Grail of politics and the corporate and consumer

worlds, and the appeal to public trust is increasingly competitive.

Tony Blair built his entire 1997 election platform on trust. His ‘trust

me I’m honest Tony’ appeal was a powerful call to voters let down

by the sleaze and lack of direction of the Major Government.

Five years on and accusations of spin and sleazy donations have

tarnished Blair’s ‘trust appeal’. But he’s not alone as big business is

now under unprecedented scrutiny and scepticism.

No surprise you might say. But anger at ‘fat cat’ pay rises a

decade ago was little threat to the legitimacy of the market

economy, compared to the current collapse of public faith.

Today business leaders find themselves behaving more like

political candidates in the race for office. Even well managed

companies see the need for transparency and visibility in these

post-Enron times. Witness BP’s Sir John Browne giving

unprecedented access to the FT recently, despite being a very

private man.

Interestingly, when looking for a communications advisor for BP,

Sir John chose Anji Hunter, one of Tony Blair’s closest aides. When

a New Labour figure like Anji moves from politics to business some

of the media ritually cry ‘sleaze’, without understanding why those

who cut their teeth in Blair’s political revolution are in such demand.

Business leaders are fascinated by how Blair, Mandelson et al

revolutionised media management. It is that battle-hardened

experience of transformed reputation, media rebuttal and constant,

proactive communications campaigns they seek to share.

The story of New Labour is not quite the triumph of ‘spin’ its critics

would suggest, but a textbook case of focused and strategic

communications reconnecting a brand with its ‘consumers’. It is that

strategic approach, in an intrusive 24/7media environment, that

business wants to learn from.


US business leaders have long understood that every day is a mini

campaign you have to win – whether it’s for votes, market share or

confidence in your stock.

UK business leaders are now following suit. Increasing pressure on

CEOs (who now average three years in post) means they have to act

like politicians. Executives face a relentless media and must

demonstrate their leadership to investors, customers and employees

through communications. Some business leaders – in the low cost

airlines for example – are using political campaign techniques to

attack commercial rivals.

Communications help move their company’s agenda forward and if

they are not defining their firm’s reputation the media will find

someone else. Every piece of communication must add to the

central campaign message and stick in the mind of their target

audience. As in politics, the message must be repeated constantly.


Whilst much of the debate about ‘spin’ comes from a few

Westminster-centric reporters, it has made people question the

validity of Government communications. Tony Blair was elected on a

‘trust’ ticket and the view that everything the Government says is

‘spin’ and therefore suspect drains that reservoir of trust.

Blair’s response has been to claim that spin is out and action (in

the form of public services spending) is in. But the odd televised

press conference or select committee grilling alone won’t restock

the reservoir. Action must impact on people’s daily lives and open

communication must be sustained and not dismissed as clever PR.

Business is also undergoing a trust crisis. Although not a nation of

shareholders on the scale of the US, corporate governance

concerns, auditors getting ticked off by regulators and worry over

the security of our pensions are fracturing the UK public’s trust in


The response must not be window dressing. Communications

must be transparent and the commitment to good governance

based on action, not words. That includes clarity over the relations

between business and government, and an end to political

donations that are not in shareholders’ interests.

Business and politics share a destiny. They must earn trust as well

as market and mind share in a daily competition for the hearts and

minds of voters, consumers, investors and stakeholders.

Business and politics have more in common than an appreciation

of the financial things in life!




In PR terms, Healthcare is one of the fastest growing areas

worldwide as more and more companies see the bottom line

benefit of implementing creative and intelligent communications


Lee Tomkins, Executive Vice President, Global Healthcare,

explained: "Pharmaceutical companies operating in Europe are in an

awkward position as the law prohibits them from advertising directly

to the public about the benefits of their products.

"They can’t communicate with patients like they do in the US,

creating dilemmas that must be addressed before products are

successful. Companies must highlight the medical and cost benefits

of their products to government and the medical profession.

"Drugs must be linked into targets and public health initiatives so

companies can explain how their product improves public health.

This political emphasis is why we work closely with our Public

Affairs team to lobby aspects of health policy as PR can do a lot

within the healthcare industry to shape the environment and the

debate into which a new brand is launched."


Operating in the ethical sector of the market worldwide, Weber

Shandwick’s Healthcare practice specialises in promoting

prescription-only drugs and disease awareness through initiating

debate, product launches, media relations and market expansion


Lee added: "Pharmaceutical companies operate on such a

massive scale that it is vital that their communications plans are

consistent. They can then be cascaded down to local offices in

each country, so the product messages are the same wherever they

are available.

"Alongside formulating these global communication plans, we offer

a one-stop shop for advice in every area from consumer profiling to

public affairs, education and finance."

The London Healthcare team, which is a hub for both European

and global operations, boasts a pharmacologist, pharmacist,

microbiologist and a nurse, and is the agency of choice for Eli Lilly,

Pharmacia and Pfizer.

Every person sits the ABPI exams and attends training sessions on

everything from disease progression to the workings of NHS trusts.

The team is currently using its unparalleled industry knowledge to

build up its network of 10 European offices to complement the

existing worldwide network.

Practice in focus


Lee Tomkins, Executive Vice

President, Global Healthcare

• 1975 - 83

NHS Health Visitor

• 1983 - 86

Farley Health Products

• 1986 - 92

Burston Marsteller

• 1992 - 95

Edelman Worldwide

• 1995 - 02

Ruder Finn

• 2002

Weber Shandwick


Last word


Tolstoy may or may not have been correct, but it is fair to say

that many a CEO has felt like jumping under a train at some

stage in a change programme.

All organisations are alike in that there are three key elements to

making your organisation a happy family by effecting successful

change. These are communication, which changes attitude,

leadership, which models behaviour and reward and recognition

processes encompassing the three ‘P’s’ of pay, promotion and

publicity, which then perpetuate those desired behaviours.



"All happy families are happy

alike, all unhappy families are

unhappy in their own way…"

Anna Karenina


Organisations become unhappy families during periods of change.

This is partly because those at the top don’t take into account that

the type of organisation they wish to change requires a different

emphasis for the chosen programme.

Many variables affect this, but the principle differentiators are the

size of the organisation and the relative power of - and hence

relationship between - the employer and the employed. There are

many shades of course, but in terms of managing change

programmes they tend to polarise into four; the patriarchal family;

the semi-feudal, the unmanageables and the quasi-cooperatives.

A ‘patriarchal family’ can be found in small organisations where

employee power is low and one or a few people make decisions.

Everyone else essentially swaps their labour for being ‘looked after’

and the key to effecting change will be the behaviour of the ‘head of

the family’.

Basically everyone will follow his or her example, but

communication will be useful for (and used for) retrospective

justification. Many local ‘own’ businesses such as hairdressers or

small food outlets, where the skills required are in plentiful supply,

fall into this category.

Leadership and communication are also key in ‘semi- feudal’

larger or even global organisations. These are where employee

power may be low due to geographical concentration of industry, or

because the product or service involved is both standardised and

complex e.g. car manufacture or retail banking. These tend to be

career-based organisations with low staff turnover. In effecting

change, reward and recognition will form a back up to essential

communications, which unite the diverse parts of a complicated

organisation. Meanwhile leadership programmes should ensure they

target those ‘Robber Barons’ who might cause trouble within the


Dawn James is Managing Director of Weber Shandwick’s

Change Management practice.


The ‘unmanageables’ have earned this soubriquet not because

the organisation is undisciplined, but because they manage

themselves and resist solutions thrust upon them.

Barristers' chambers, graphic design partnerships and the like will

never follow a leader other than in name but can be drawn together

by a common purpose, which can be supported by communicating

a compelling and attainable shared vision. Because those on the

right hand side of the matrix can, although not necessarily will, be

more venal and self-serving than those on the left mainly because

they can, then reward and recognition policy will be key...if you can

get them to agree on it!

The ‘unmanageables’ do tend to stick together in close networks

unlike the ‘quasi-cooperatives’. Usually decentralised, tending to

be highly skilled and mobile and deriving much of their professional

identity from outside of the company.

When asked what they do they will answer ‘I am a management

consultant’ or ‘I’m in PR’ rather than

‘I work for X’. The organisation

depends on their cooperation and so

Large ‘Semi feudal’

needs to present a compelling case

for change. Leadership will again be

less of an issue; although ‘nice to

Size of


‘Patriarchal family’

have’ in completing the programme,

and change will be more difficult to

achieve without it. Communication,


politics and lobbying will be key, but


heaven forfend you don’t pay them

in line with how you want them to

behave. We’re in the PR industry...we’re venal after all.

Most effective focus for Change

Management activities

‘Quasi Cooperatives’


Power of employees


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