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EDITORIALSocial media thrives at expense of user privacyStudies show that while the Internet is growing each minute, its users are becomingincreasingly stationary. Facebook, YouTube and Wikipedia aren’t the only Web sitesout there, but each year they’re becoming the only sites people visit. Web 2.0’s crosspollination of content has enabled social media to limit users’ range of motion, thus servingas a sort of one-stop-shop for content.These social habits run contrary to the core principles espoused during the Web’s incipience,which hailed the Internet as a wild west of anything-goes content. Users with no codingexperience (and less design savvy) built personalized Web pages catered to any range oftopics, igniting the public on a never ending URL quest for the newest thing. It introduced usto some bad content, but nonetheless offered for the first time a virtually endless library at ourfingertips.In sociological terms, this is known as the “The Strength of Weak Ties,” or the idea thatinformation we receive on the periphery of our social contacts is more likely to be novel orinformative than what we receive from our closest peers.The more immobile users stay on the Web, the less likely they are to be introduced to newinformation. Closed, centralized systems like Facebook reinforce a strong confirmation bias:we begin viewing the same news sources, recycling the same anecdotes, connecting with thesame people. Even when offered an endless sea of content, we eventually find and fill niches,defaulting on content that reiterates our preconceived perceptions.We seem to enjoy our new self-made cyber cubicles so much that we reward companiesthat turn users into marketing metric lab rats. Much oftoday’s online profit structure is built on amodel of loading brand messages on users’backs in the guise of content, at theexpense of our privacy and every principleupon which the Web was founded.Facebook, which initially touteditself as a safer alternative to competingsocial networks, has since pulled ablatant bait-and-switch, increasinglysoftening the terms of its privacy practicesso it can monetize the growing databaseof information it stores on its users.Facebook turns its users into brand ambassadors,allowing site advertisers to poach personalconversations, contacts, employment history, preferencesand identity so they can later be targeted for marketing messages. The site has also madenumerous undisclosed attempts to share users’ personal information with third parties, eitherby surreptitiously adding browser habits to user profiles without their knowledge or even byleasing personal information abroad when users visit third-party partner sites.Google isn’t far behind. This year the company debuted its Buzz application, a social mediatool that allows users to integrate third party network updates into the company’s Gmail service.As a user default, Buzz presumptuously populates profiles with fellow Gmail contactswhom users connect with frequently. Interestingly enough, it’s Google’s oldest networkingtools that take cyber intrusion to the ultimate level: Google logs every search you’ve madeinto a massive database along with your IP address. Google’s Gmail service even mines thecontents of users’ personal emails so they can later be pitched corresponding ad copy.It amazes me that these practices are knowingly permitted by users. It’s as if we allow contentproviders the right to snoop into our private business simply because we’re getting somethingfree, or if we just surrender our privacy altogether because a pornographic transparencyis de rigueur in the Internet age, as if a new technology somehow permits a separationbetween what’s on our hard drives and what’s in our bedroom closets. It doesn’t.In a May Washington Post op-ed, Facebook CEO Mark Zuckerberg promised he’d makeit easier for users to opt out of having their information given to third parties. Note he did notsay Facebook would not give away users’ information unless we ask them to.The Internet is where the glut of our future conversations will take place. Continuing toallow these practices sends the message that we don’t care about our privacy, that new technologiesare an excuse to rewrite existing social permissions, that we’ll allow being takenadvantage of in return for a free service. Contrary to a crop of recent terms that claim otherwise,nothing is “free” on the Internet. We’ve simply been getting what we’ve paid for. — Jon GingerichEDITOR-IN-CHIEFJack O’Dwyerjack@odwyerpr.comASSOCIATE PUBLISHERKevin McCauleykevin@odwyerpr.comEDITORJon Gingerichjon@odwyerpr.comSENIOR EDITORGreg Hazleygreg@odwyerpr.comCONTRIBUTING EDITORSFraser SeitelRichard GoldsteinChristine O’DwyerADVERTISING SALESJohn O’DwyerAdvertising Sales Managerjohn@odwyerpr.comJoshua FiermanNational Advertising Representativejoshua@odwyerpr.comJack FogartyNational Advertising Representativejfogarty@odwyerpr.comO’Dwyer’s is published monthly for $60.00a year ($7.00 for a single issue) by theJ.R. O’Dwyer Co., Inc.,271 Madison Ave., New York, NY 10016.(212) 679-2471Fax (212) 683-2750.© Copyright 2010J.R. O’Dwyer Co., Inc.OTHER PUBLICATIONS &SERVICES:www.odwyerpr.com breaking news,commentary, useful databases and more.Jack O’Dwyer’s Newsletter An eightpageweekly with general PR news, mediaappointments and placement opportunities.O’Dwyer’s Directory of PR Firms haslistings of more than 1,850 PR firms throughoutthe U.S. and abroad.O’Dwyer’s PR Buyer’s Guide lists 1,000+products and services for the PR industry in 54categories.jobs.odwyerpr.com O’Dwyer’s onlinejob center has help wanted ads and hostsresume postings.6 JUNE 2010 WWW.ODWYERPR.COM

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MEDIA NOTESSocial networks trade jabs amid privacy PR blunderBy Kevin McCauley and Greg HazleySocial network giant Facebook isoffering a mea culpa in response toa series of highly criticized usersprivacy gaffes, leaving rival networkMySpace to capitalize on the backlash asthe company searches to fill a top communicationspost.Facebook admitted it “missed the mark”in addressing the protests of those criticalof the social network’s privacy policy,according to a May 24 op-ed piece by CEOMark Zuckerberg published in theWashington Post.In April, Facebook debuted its “InstantPersonification” program, which sharesusers’ personal information with a selectpartnership of third-party web sites, automaticallycustomizing sites visited byFacebook users to fit that user’s preexistingprofile data. Third-party sites are fed theuser’s account name, friends list and aboutas much information as the social networkhas on the user, regardless of whether theyplanned to divulge this data to the site ornot.The social network is also currently criticizedfor making it impossible to hide certainprofile details, such as user name andlocation. An online movement slated May30 as a mass exodus from Facebook inprotest over its use of personal data.Zuckerberg noted that Facebook, whichserves more than 400 million people, ischallenged to keep its customer base satisfiedwith “new ways to connect with thesocial web and each other.”The company sometimes moves “toofast — and after listening to recent concerns,we’re responding,” wroteZuckerberg.The No. 1 lesson learned: “People wanteasier control over their information.”Zuckerberg said many thoughtFacebook’s “controls were too complex,”noting the company supplied “granularcontrols: but that may not have been whatmany of you wanted.”Zuckerberg promised, over the comingmonth, to add “privacy controls that aremuch simpler to use” and an “easy way toturn off all third-party services.”In the op-ed piece, Zuckerberg made itclear that Facebook does not share “personalinformation with people or servicesyou don’t want.” It neither sells nor providesadvertiser access to personal data.Zuckerberg vowed that his company will“keep listening and we will continue tohave a dialogue with everyone who caresenough about Facebook to share theirideas.”Myspace seeks to fill gapNews Corporation-owned social mediarival MySpace announced it wouldstreamline its privacy settings to enableusers to protect information with a singleoption — a move to gain back users it lostamid Facebook’s rapid rise.“MySpace’s core value of allowing selfexpressionand representation of yourselfremains true, without the fear that yourunique contribution to MySpace will beunknowingly used for an alternative purpose,”said MySpace Co-President MikeJones in a May blog post, in an apparentApple faces antitrust music inquiryBy Jon GingerichThe Justice Department is looking intoclaims that Apple pressured recordlabels to stop engaging in onlinemusic promotions with iTunes competitors,according to a May 25 New York Timesreport.The incident marks the second time in amonth that Apple has been the focus of afederal antitrust inquiry.In 2008, Amazon launched its promotion“The Daily Deal,” where the site sold fulllengthMP3 album downloads of popularartists at a fraction of their standard pricefor a single day.Finding the venture successful, Amazonupped its promotional ante last year, andbegan working with record labels to securealbums exclusives, releasing them via theDaily Deal one day before they were scheduledto be released to the general public.Fans could download an anticipated albumearly, for a fraction of the price they’d payelsewhere.The idea has since proved popular.Vampire Weekend’s recently releasedalbum “Contra,” participated in Amazon’spre-released date exclusive, and debuted atNo. 1, with 60% of sales comprised of digitaldownloads, according to NielsenSoundScan.iTunes officials caught wind of the idea,and in response allegedly began urgingrecord labels to cease participating inAmazon’s promotion, allegedly going sofar as to threaten the removal of all futureiTunes marketing support if they continuedgiving Amazon music exclusives.swipe at Facebook.Los Angeles-based MySpace is currentlysearching to fill its top corporate communicationspost following a high-profiledeparture last month, as the social networkworks to woo back users of its disgruntledrival.VP Dani Dudeck left the company forZynga, which develops applications popularon Facebook. MySpace is looking for apro with eight to 10 years of experience tofill the senior VP post, which oversees ateam of 10, in addition to its PR agencies,which include Weber Shandwick.A public backlash isn’t Facebook’s onlyproblem. The Wall Street Journal reportedthat regulators are also eying the network.“The company can’t afford not to act,”wrote the Journal’s Jessica Vascellaro.“The Federal Trade Commission is takinga close look at how online social networksare using people’s data, and people closeto the matter say it is increasingly focusedon Facebook.”Facebook similarly drew fire in 2007when it debuted its infamous Beacon program,an advertising platform that publishedusers’ purchases from other sites onindividuals’ profile news feeds. Publicbacklash to the program was high, andseveral class action lawsuits were filedbefore Facebook removed the service in2009.MySpace, which revamped this year tofocus more on entertainment and gaming,was the top social network and still growingwhen News Corp. bought it for $580million in 2006. Facebook surpassed itsuser base in April 2008. The story, first broke by Billboard inMarch, claims that executives at labels likeCapitol Records and Sony’s Jive compliedwith Apple’s requests, turning down offersto participate in the Daily Deal.The Billboard article also claims thatAmazon had worked to retool the exclusivityarrangements of its Daily Deal promotionin an attempt to quell Apple’s ire.The news comes on the heels of anotherrecent Apple antitrust inquiry, when it wasannounced in May that the JusticeDepartment and Federal TradeCommission were looking into claims thatApple prohibited software developers fromusing outside programming tools when creatingapplications for Apple’s iPhone andiPad.iTunes is currently the largest music vendorin the U.S., comprising an estimated70% of the digital download market andnearly 27% all U.S. music sales. 8 JUNE 2010 WWW.ODWYERPR.COM

FEATURENew technologies redefine global business economyBy Daniel BurrusWe’re in an era of technologydriventransformation. Thatmeans you can use technologyto redefine your products, your services,and how your industry works.Unfortunately, most companies are usingtechnology only one way — to lower costsand become more efficient. They viewtechnology as a way to “do more with less,”“streamline the workflow,” and “trimexpenses.” Sound familiar?While that’s certainly one good use, technologycan also become a tool of creation.You can create new products, new services,and entire new markets, which then createsnew jobs and careers.Why is this important? Currently theUnited States is digging out of the worstrecession since the 1930s, and the globaleconomy is suffering its worst setback indecades. The key to recovery is all aboutjobs and how to create them. You don’t createjobs by increasing productivity; you createjobs by creating new products, services,and markets. So even though we have a statisticalrecovery, we have a human recession.As such, recovery can’t be jobless.The bottom line is that we can use technologyto eliminate jobs or create them. It’stime for businesses to focus on redefiningas a tool for job creation. If you’re ready tostart redefining your company so you cangrow your business and stay profitable asyou create jobs for years to come, considerthe following guidelines.Know where you’re goingLook at your product, service, or industryand see how you can use technology toreimagine it. The classic example isAmazon.com. When they first started, theyused technology to redefine how people sellbooks. But they didn’t stop there. Theyexpanded to other products and redefinedhow nearly everything is sold. Then theyredefined again: they developed a large IT,logistics, and warehouse system and theyrented out their enterprise IT platform andwarehousing space to other companies.They’re not only redefining an industry,they’re also redefining themselves.Another example is Apple. Back in early2000, before they launched the iPod andiPhone, most thought Apple was quicklygoing out of business. That’s when the companyredefined themselves around music.Later they redefined again with the iPhone,which is telecommunications. Now they’redoing it again with the iPad, which willlaunch another revolution as they redefineebook readers and media players. LikeAmazon.com, Apple has redefined themselvesas well as their industry.When it comes to your company andyour industry, ask yourself some key questions:What’s growing and what’s shrinking?Where’s the direction of the future goingbased on technology? (For example, gettingmore energy efficient and going green areboth long-term trends. Virtual marketingand social networking also represent longtermtrends.)Based on where your customers and yourindustry are going, is there a way to usetechnology to create new opportunities?Technology affects customersLook at how technology is affecting consumersin your industry right now. Don’tjust look at productivity: look at the overallcustomer experience as well as who is buyingyour offerings. For example, in the late1970s, when ultra light aviation was born,the first ultra light aircrafts were basicallyhang-gliders with engines. The FAA decided,due to the size and weight of the plane,people didn’t need a pilot’s license to fly anultra light aircraft. As a result, the first ultralight manufacturers targeted that demographic— people who wanted to fly butwho didn’t have the time or money to get apilot’s license. One company, UltraSports,thought they could attract a better customer,so they asked, “Why not redefine the product,the customer, and the market?”Rather than target those who wanted tofly but didn’t have a license or the incometo afford buying an aircraft, UltraSportsdecided to target commercial jet pilots andflight instructors for their “ultra light” aircrafts.After all, these pilots were the bestpilots, they loved to fly and had money.UltraSports then went one step further andredefined the ultra light aircraft itself byadding a stick and rudder, and made it flylike an airplane rather than a hang-glider.UltraSports went on to become a nationalleader in their first year, all because theyredefined who their customer was and thenmade product changes accordingly.When it comes to your customers, askyourself some key questions, such as:Is there a better customer? Maybe you’reselling to a customer who can only affordlow-margin products and services.Who’s your ideal customer?Is there a customer you don’t have butshould?Could you redefine your product andattract that customer?Is there a way to use technology toenhance your product or service in someway that opens up a market or creates a newmarket for you … and thus new jobs?Take competition seriouslyLook at the specific ways in which youcompete in the marketplace as well as whatmakes you unique. Then decide how technologycan redefine the way you compete.For example, when was the last time youbought something from the Polaroid Co.?At one time, they were the king of instantphotography. But then technology and digitalphotography changed the industry …and Polaroid didn’t change with it. Instead,they made the mistake many businessesdo: they used technology to get more efficientand lower costs.The Kodak Co. had been failing for overa decade. Finally, they looked at how theycompeted in the past as well as what itwould take to compete in the future. That’swhen they embraced digital photography.And while they still have some traditionalfilm labs across the country, it’s their digitalproducts division that’s profitable today.The moral: the longer you wait to redefinehow you compete, the harder it is to survive.When you pinpoint a way to use technologyto create new products and services,you add new revenue streams and newjobs.When it comes to competing in a technology-drivenage, ask yourself some keyquestions, such as:Is there a way you can use technology toredefine how you compete?Is there a way you can use technology tochange your product or how you servicepeople?Is there a way you can use technology toredefine your customer’s experience?A (Re)defining momentStaying ahead during a technology-driventransformation is indeed possible. It’s allabout looking at where your customers aregoing rather than where they’ve been. It’sabout looking at where technology is evolvingand how it is shaping the market, notwhere it used to be. When you ask the rightquestions and take action on what theanswers reveal, you can use technology toredefine your company, create new jobs,and experience higher profits than ever.Daniel Burrus is the Founder and CEOof Burrus Research, a research and consultingfirm that monitors global advancementsin technology driven trends. He is theauthor of six books, including“Technotrends,” which has been translatedinto over a dozen languages. 10 JUNE 2010 WWW.ODWYERPR.COM

FEATURENew profits, fast growth: tips for better pricingPricing remains one of the most powerful — yet underutilized —strategies currently available for businesses.By Rafi MohammedMcKinsey & Company’s study ofthe Global 1,200 found that ifcompanies increased prices byjust one percent, and demand remainedconstant, on average operating profitswould increase by 11 percent. Using aone percent increase in price, some companieswould see even more growth inpercentage of profit: Sears, 155 percent;McKesson, 100 percent, Tyson, 81 percent,Land O’Lakes, 58 percent,Whirlpool, 35 percent. Just as important,price is a key attribute that consumersconsider before making a purchase.The following 10 pricing tips can reaphigher profits, generate growth, and betterserve customers by providing options.Stop marking up costs. The mostcommon mistake in pricing involves settingprices by marking up costs (“I need a30 percent margin”). While easy toimplement, these “cost-plus” prices bearabsolutely no relation to the amount thatconsumers are willing to pay. As a result,profits are left on the table daily.Set prices that capture value.Manhattan street vendors understand theprinciple of value-based pricing. Themoment that it looks like it will rain, theyraise their umbrella prices. This hike hasnothing to do with costs; it’s all aboutcapturing the increased value that customersplace on a safe haven from rain.The right way to set prices involves capturingthe value that customers place on aproduct by “thinking like a customer.”Customers evaluate a product and itsnext best alternative(s) and then askthemselves, “Are the extra bells andwhistles worth the price premium (organicvs. regular) or does the discountstripped down model make sense (privatelabel vs. brand name). They choose theproduct that provides the best deal (pricevs. attributes).Create a value statement. Every companyshould have a value statement thatclearly articulates why customers shouldpurchase their product over competitors’offerings. Be specific in listing reasons -this is not a time to be modest. This statementwill boost the confidence of yourfrontline so they can look customerssquarely in the eye and say “I know thatyou have options, but here are the reasonswhy you should buy our product.”Reinforce to employees that it isokay to earn high profits. I’ve foundthat many employees are uncomfortablesetting prices above what they consider tobe “fair” and are quick to offer unnecessarydiscounts. It is fair to charge “whatthe market will bear” prices to compensatefor the hard work and financial risknecessary to bring products to market. Itis also important to reinforce the truismthat most customers are not loyal — if anew product offers a better value (moreattributes and/or cheaper price), manywill defect.Realize that a discount today doesn’tguarantee a premium tomorrow. Manypeople believe that offering a discount asan incentive to try a product will lead tofuture full price purchases. In my experience,this rarely works out. Offering periodicdiscounts serves price sensitive customers(which is a great strategy) butoften devalues a product in customers’minds. This devaluation can impedefuture full price purchases.Understand that customers have differentpricing needs. In virtually everyfacet of business (product development,marketing, distribution), companiesdevelop strategies based on the truismthat customers differ from each other.However, when it comes to pricing, manycompanies behave as though their customersare identical by setting just oneprice for each product. The key to developinga comprehensive pricing strategyinvolves embracing (and profiting from)the fact that customers’ pricing needs differin three primary ways: pricing plans,product preferences, and product valuations.Pick-a-plan, versioning, and differentialpricing tactics serve these diverseneeds.Provide pick-a-plan options.Customers are often interested in a productbut refrain from purchasing simplybecause the pricing plan does not workfor them. While some want to purchaseoutright, others may prefer a selling strategysuch as rent, lease, prepay, or all-youcan-eat.A pick-a-plan strategy activatesthese dormant customers. New pricingplans attract customers by providingownership options, mitigating uncertainvalue, offering price assurance, and overcomingfinancial constraints.Offer product versions. One of the easiestways to enhance profits and betterserve customers is to offer good, better,and best versions. These options allowcustomers to choose how much to pay fora product. Many gourmet restaurantsoffer early bird, regular, and chef’s tableoptions. Price sensitive gourmands comefor the early-bird specials while wellheeleddiners willingly pay an extra $50to sit at the chef’s table.Implement differential pricing. Forany product, some customers are willingto pay more than others. Differentialpricing involves offering tactics thatidentify and offer discounts to price sensitivecustomers by using hurdles, customercharacteristics, selling characteristics,and selling strategy tactics. Forexample, customers who look out for, cutout, organize, carry, and then redeemcoupons are demonstrating (jumping ahurdle) that low prices are important tothem.Use pricing tactics to complete yourcustomer puzzle. Companies shouldthink of their potential customer base as agiant jigsaw puzzle. Each new pricing tacticadds another customer segment pieceto the puzzle. Normal Normans buy at fullprice (value-based price), NoncommittalNancys come for leases (pricing plans),High-end Harrys buy the top-of-the-line(versions), and Discount Davids are addedby offering 10 percent off on Tuesday promotions(differential pricing). Startingwith a value-based price, employing picka-plan,versioning, and differential pricingtactics adds the pricing related segmentsnecessary to complete a company’s potentialcustomer puzzle. Offering consumerspricing choices generates growth andincreases profits.Since pricing is an underutilized strategy,it is fertile ground for new profits. Thebeauty of focusing on pricing is that manyconcepts are straightforward to implementand can start producing profits almostimmediately.What better pricing windfall can yourcompany start reaping tomorrow morning?Rafi Mohammed, Ph.D, has been workingon pricing issues for the last 20 years.He is author of “The 1% Windfall: HowSuccessful Companies Use Price to Profitand Grow.” Mohammed is the Founder ofCulture of Profit LLC, a Cambridge,Massachusetts-based company that consultswith businesses to help develop andimprove their pricing strategy. 12 JUNE 2010 WWW.ODWYERPR.COM

FEATURETalent clashes with loyalty in global business cultureBy Pau HerreraShortly before the economic crisis,I was truly amazed at theamount of talent that was flowingbetween communications companies.Many friends and acquaintancesof mine, single or married, took on thechallenge of leaving Barcelona to workin other European countries, in theUnited States or Asia, or simply beganchanging jobs once every year. Theirprofessional profiles ranged from businessmanagement, publishing, IT prosand industrial production. Current economicchallenges may have temporarilyslowed down this trend but it will notstop the global realities of today’s businessclimate.In Graham Greene’s famous novel“The Human Factor,” a man who worksin the Foreign Office finds himselfforced to choose between being faithfulto his family or betraying his country.He abandons his country, which hasbecome both his employer and socialcommunity, for the sake of being trueand loyal to his family.The parallels that exist between thisstory and today’s global business worldmake for a profound understanding.Outstanding professionals are ultimatelymore loyal to their professionaland personal priorities than to those ofthe company that employs them. Hencetheir continuous flight. Again, this mayhave changed considerably due to thecredit crunch, but after the crisis, talentwill fly again, and even more so.These dynamics will be reinforced bymany important factors, which will putcompanies before the need to retain anincreasingly international talent.First, among developed countries, itis very likely that the economies thatbest reward talent will be the ones tofirst emerge and recover from the crisis.And that is particularly significantconsidering what EuropeanCommissioner Androulla Vassiliou saidlast April in Barcelona: one in everythree new jobs created in the EUbetween now and 2020 will be a highlyqualified working position.Second, there is a growing competitionamong cities to attract both talentand investment. For instance, cities likeBarcelona and Paris have started a raceto boost a knowledge-based economywhile reinforcing each destination’senjoyable and attractive assets. Thatwill give further reasons for outstandingprofessionals to fly and give newplaces a try.My third argument is based on theastounding fact that 70 percent ofwomen end up leaving their professionalarea of expertise between age 30 and40. The main reason is maternity. Thelack of corporate planning and supportforces them to abandon the boat aftertheir maternity leave. This representsan unbearable loss of talent, whichcosts a fortune to both employers andemployees. Fortunately initiatives suchas maternity coaching are becomingmore frequent and allow a “maternitytransition” that avoids both businessand career disruption. However, thecompanies offering these incentives arestill a great minority.Yet another point to consider is theprediction that the European work forcewill diminish from the current 330 millionpeople to 240 million within thenext 15 to 20 years. These numberswere given by Javier Solana, formerMr. PESC in the EU, former NATOSecretary General and now brand-newpresident of the Center for GlobalEconomy and Geopolitics in theSpanish business school ESADE. Thefigures could seem fatalistic if the manwas not a well-known optimist.In addition, the growing economicglobalization keeps getting stronger: inorder to survive and stay competitive,companies build alliances abroad, seekclients globally and are involved inmulti-national mergers and acquisitions.At a recent seminar in Gaudí’sfamous Barcelona building La Pedrera,a Schneider Electric official talkedabout the company’s huge communicativechallenge when trying to unify 150corporate cultures from 150 differentbranches in 150 different countries.Yet, facing and overcoming that challengeis a necessity for the company.Another example is how Claire Pédini,HR EVP at Alcatel-Lucent, drove awide-reaching organizational change tocreate a more horizontal structure inorder to ease internal communicationand personal interaction. Pédini seekedto enable each director to be closer totheir employees and thus give aprompter response to their concernsand engagement. Alcatel-Lucent has76,000 employees in 130 countries, andas Pédini explained in the Spanish economicnewspaper Expansión, the companybrought about this change in orderto best retain talent. They had noted, forinstance, that it only takes new generationsof employees three years to startplanning, and straightforwardly so, acareer change.On the one hand,we are facing therisk to lose our company’smost excellentprofessionals,and on the otherhand, we find ourselveswith anincreasingly internationalstaff. In myopinion, this situationrequires astronger and finerPau Herreraeffort both in internal and externalcommunication. More than ever, managingpeople means taking care of themand being aware of their professionalconcerns and challenges. It may eveninclude some insight on their personalones. As Graham Greene’s book shows,a mismatch between these two realitiesoften leads to an escape. Having a moreholistic understanding of our employeeswould mean making our companies’borders blurrier and taking thecommunicative effort beyond them.The first stage of this cultural changehas been addressed by Anglo Saxoneconomies a lot more than we have inEurope and in Spain. That’s what theusual quote from Dave Ulrich is allabout: “HR must give value.”Generally, Human Resource departmentshave transformed themselvesfrom being a mere administrative unitto assessing each department leader forthe sake of intellectual and human capitalmanagement, but have they, really?But the second stage is, for mostcompanies, a blank page. And I wouldregard that as a reason for worry. Howmany companies really try to profilethemselves as a pleasant working environment?The website of the GreatPlace to Work Institute underscores that“In high trust cultures, employees makedecisions and take risks”, and that“When your employees trust you, customersknow they can trust you aswell”. Who can possibly think that itwill not make a difference, especiallyin the aftermath of the credit crunch?Pau Herrera is CEO and Founder ofGrupo BPMO, in Barcelona, Spain. 14 JUNE 2010 WWW.ODWYERPR.COM

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market for the network, and said SouthAmerica continues to become a source ofimmense interest.“Increasingly, from a global commerceperspective, these markets matter. Wespend a lot of time touching on how we canmake sure our clients have the resourcesthey need when they move into new markets,and to make sure we all understandhow to make that transition as seamlessly aspossible,” she said.The growth of variouscommunications industriesin IPREX’sNordic region, and anincrease in clientdemand for core practiceareas like publicaffairs, has also beenconsiderably strong.Donna Vandiver,PinnaclePresident.Tunheim said the networkis interested inconsumer product markets,as well clean techand multiculturalindustries, all areas that have been hit by theeconomy but are prepped for a full recovery.“Both on the consumer side and in business-to-businessareas, all these marketshave many facets,” she said. “We’re in avery fragile place and Ithink we tend to look atthings and believeeverything willimprove. They will, butit won’t be a straightline up or across theboard. Economiesrecover when the economystarts to spend.Patricia Perez, The markets that arePRGNdoing best are the onesPresident. that can pace themselves.”Pinnacle stabilizes lossesThis time last year, things weren’tlooking so good for Pinnacle. The firstand oldest of the global PR networks hadlost 14 partner firms between 2008 and2009, a blow that came only after losingan additional dozen firms the year before.In the time since however, Pinnacle hasmanaged not only to curb further membercuts, but to strengthen their roster andeven grow in several markets, an unlikelyturn of events given the realities of therecent global economy.With 36 current member firms,Pinnacle reported combined total revenuessomewhere between $75 and $100million, earnings on par with last year’s.Pinnacle lost several partners in Asiabut added new shops in the Middle Eastand North America. The network haseven added three firms since May, and iscurrently in negotiations to add anotherforeign member, one that will “substantiallyextend” the network’s global coverage,according to Pinnacle PresidentDonna Vandiver, who is also Presidentand CEO of The Vandiver Group in St.Louis.Vandiver said that while the networkdoesn’t view a single region of emergingcommunications shops as having morecurrent urgency than others, she notedthat several practice area groups — socialmedia, sustainability, healthcare, energyand public affairs — are present focusesof attention for the network, the result ofa recently completed member survey.“I think we’re seeing more interest inareas of the world where maybe we hadn’ttaken a close enough look at before,”Vandiver said. “The downturn was a realone-two punch for a lot of firms.Thankfully, we’re seeing a light at theend of the tunnel and it isn’t a train.”Steady growth for PRGNPRGN’s combined revenues for the pastyear were slightly over $100 million, amodest dip from 2009’s $110 million.PRGN gained one partner in NorthAmerica and lost one in Asia, keeping theirtotal roster of partners — 42 — the same aslast year. Overall, the network has experiencedmodest growth, adding a total of adozen partners in the past three years.PRGN’s recently elected President,Patricia Perez of Los Angeles-based multiculturalagency VPE, told O’Dwyer’s thatwhile the network’s growth has been consistent,it has played out in various waysOrganizations remain cautious onPR spending in 2010 as the industryemerges from a tough ’09,according to a biennial study by theUniversity of California’s AnnenbergSchool for Communication andJournalism.A survey of spending by the schoolshows that while ’09 wasn’t as painful toPR as previous recessions, budgets areexpected to increase only incrementallythis year.Jerry Swerling, director of PR studiesand the Strategic PR Center at USC, saidthe recent recession wasn’t as calamitousas the downturn that leveled tech PR at theturn of the last decade. He said the industrycame out of last year in relativelydecent shape for a recovery.“The dot-com phenomenon was really aPR bubble that, when it finally burst hit theprofession the way this recession hit theacross the globe as a result of the recession.“The interesting thing about global communicationsis that it takes a while for aregion’s problems to reach the global market.When the U.S. was reeling, the rest ofthe world was on easy street. Now it seemsto be going around.”When placed in the purview of the network’sspecialty focus, Perez said Europeremains an area of attention for PRGN. Shealso noted that Asia (China and India,specifically) have become growing sourcesof interest for the network.“It’s not just the concept of having communications,it’s the concentration and thevery specific differences that exist in thosemarkets that have been important,” shesaid.“The interesting part is that you don’tknow what markets are going to be criticalfor clients. But when you have an establishedglobal communications team it givesyou seasoned professionals with on-thegroundability, local expertise, and entrepreneurialdrive at the same time. It’s thebest of both worlds for people who want tobe independent but at the same time havethe opportunity to take advantage of globalcampaigns.”“Communications truly is global,” shecontinued. “Everything is based not onlyon engagement but also personal engagement.When choosing a firm, the marketand the capabilities are important. If youonly have two dollars, one should go intocommunications. When times were hardour members were still consistent in seeingthe value that communications gives.” PR sector spending ‘cautious’ for 2010housing industry,” he said. Swerling notedthat PR is much better established today asa key strategic player (“rather than just ahype machine”) and added that socialmedia and the “fishbowl” environmentplay to PR’s strong suits.The USC study, known as GAP, anacronym for Generally AcceptedPractices, found that nearly 21 percent ofPR budgets rose last year while 42.5% fell.A large percentage — 36.6 — saw little orno change, the study found.Swerling said solid numbers reported inthe first quarter of 2010 by ad/PR holdingcompanies are a good sign for the year, buthe noted the GAP study’s finding thatclients expect budgets to increase a mere1.6% this year. Corporate respondents tothe study cited an expected 1.9% increase.Nearly 29% said they expect budgets toincrease in 2010 over 2009, while halfexpected no change. About 21% expect adecline, according to the GAP study. JUNE 2010 WWW.ODWYERPR.COM 19

Global PR Partners 2010North America (United States / Canada)EuropeBitner Goodman — Ft. Lauderdale, FLBitner Hennessy — Orlando, FLBliss PR — Chicago, ILBliss PR — New York, NYBohle Co., The — Los Angeles, CABrickell & Partners — Virginia Beach, VACarreño Group — Houston, TXCASACOM — Montreal, QC, CanadaCerrell Assocs. — Los Angeles, CACorporate Ink — Boston, MADelta Media — Ottawa, ONT, CanadaDeveney Communication — New Orleans, LADonoghue & Assocs. — Calgary, ALB, CanadaGrossman Group, The — Chicago, ILHermanoff Public Relations — Detroit, MIHolt & Germann PA — Trenton, NJJohn Adams Assocs. Inc. — Washington, D.C.Katcher Vaughn & Bailey Public Relations — Nashville, TNLiggett Stashower — Cleveland, OHLinhart Public Relations – Denver, COM. Silver Assocs. — Ft. Lauderdale, FLM. Silver Assocs. — New York, NYMarina Maher Comms. — New York, NYMBS Value Partners — New York, NYMcGrath/Power PR — Santa Clara, CAMcRae Comms. — Atlanta, GABusiness Press S.p.A. — Milan, ItalyCBO Srl (Communications by Objectives) — Milan, ItalyCoxit Public Relations — Oslo, NorwayDi@log Company — Ljubljana, SloveniaGellis Communications — Brussels, BelgiumGlaubicz Garwolinska Consultants — Warsaw, PolandGrupo Albion — Madrid, SpainHBI Helga Bailey GmbH — Munich, GermanyImago-Imagem e Comunicacao Lda — Lisbon, PortugalJanev & Janev — Sofia, BulgariaKaizo — London, England, UKKeima — Paris, FranceKestrel Worldcom UK — London, England, UKkomm.passion GmbH — Dusseldorf, GermanyL & W MarCom — Zurich, Switzerland & Vienna, AustriaLF Channel — Barcelona, SpainLigaris — Paris, FranceMedial Kommunikation AB — Stockholm, SwedenPR Leaders — Beirut, LebanonPRAM Consulting — Prague, Czech RepublicPrimeTime Kommunikation — Copenhagen, DenmarkPRNet Baltic — Tallinn, Estonia; Riga, Latvia; & Vilnius,LithuaniaProbako Comms. — Budapest, HungarySpona Communications, Ltd. — Zagreb, CroatiaWinningtons Financial — London, England, UKMichael A. Burns & Assocs. — Dallas, TXMorgan & Myers — Milwaukee, WINuffer, Smith, Tucker, Inc. — San Diego, CAOEB Enterprise — Toronto & Niagara Region, ONT, CanadaOff Madison Ave — Tempe, AZPace Group Communications — Vancouver, BC, CanadaPadilla Speer Beardsley Inc. — Minneapolis, MNPadilla Speer Beardsley Inc. — New York, NYParallax Communications Group — Indianapolis, INPetersGroup Public Relations — Austin, TXPollack PR Mktg. Group, The — Los Angeles, CAPublic Comms. Inc. — Chicago, ILRichmond PR — Seattle, WARLF Comms. — Greensboro, NCRoberts Comms. — Rochester, NYSandy Hillman Communications — Baltimore, MDSchneider Assocs. — Boston, MASimon PR Group — Philadelphia, PASt. John & Partners — Jacksonville, FLStanding Partnership — Charlottesville, VAStanding Partnership — St. Louis, MOStrategic America — Des Moines, IAStryker Weiner & Yokota PR — Honolulu HISturges Word Communications — Kansas City, MOTech Image — Chicago, ILTravers Collins & Co. — Buffalo, NYWisse Kommunicatie/Worldcom — Arnhem, NetherlandsWPR Finland — Helsinki, FinlandYA Corporation — Moscow, RussiaYucatan — Paris, FranceAsia-Pacific Connections, Pte. Ltd. — SingaporeA-World Consulting Ltd. — Admiralty, Hong KongAZ Worldcom Japan Co. Ltd. — Tokyo, JapanBeyond Group — Taipei, TaiwanFortune PR Strategic Comms. — Jakarta, IndonesiaGlocal Strategy Consulting — Shanghai, ChinaHPR & Company — Seoul, KoreaParadigm Communications — Beijing, ChinaPhillips Group — Brisbane & Sydney, AustraliaTOCS — Tokyo, JapanTQPR Co. Ltd. — Bangkok, Thailand & Ho Chi MinhCity, VietnamTQPR Sdn Bhd — Kuala Lumpur, MalaysiaWrights — Melbourne, AustraliaArvizu Comunicación Corporativa — Mexico CityC Square Group — San Juan, Puerto RicoInfomedia Consulting — Buenos Aires, ArgentinaMilenium Desarrollo Corp., C.A. — Caracas, VenezuelaPlanin — São Paulo, BrazilKutadgu Comms. Consulting — Istanbul, TurkeyMajlis PR & Comms. — Dubai, United Arab EmiratesRada Research & Public Relations — Cairo, EgyptAsia / PacificLatin America /South AmericaM. East /Africa

Global PR Partners 2010North America (United States / Canada)Antenna Group — San Francisco, CABarkley — Kansas City, MOBeuerman Miller Fitzgerald — New Orleans, LABorshoff — Indianapolis, INBridgeman Communications — Boston, MACarolyn Grisko & Associates — Chicago, ILCasey & Sayre — Los Angeles, CACBR Public Relations — Orlando, FLThe Communications Group Inc. — Toronto, ONCommunications Pacific, Inc. — Honolulu, HICrown Communications — Charlotte, NCDesautel Hege Communications — Spokane, WAEisbrenner Public Relations — Detroit, MIEric Mower and Associates — Albany, Buffalo,Rochester & Syracuse, NYFahlgren Mortine Public Relations — Columbus, OHFineman PR — San Francisco, CAFlowers Communications Group — Chicago, ILFrench/West/Vaughan — Raleigh, NCGable PR — San Diego, CAGreat Communicators, Inc. — Miami, FLHedlin Lauder Comms. Ltd. — Calgary, ALB, CanadaJohnstonWells Public Relations — Denver, COJSH&A Public Relations — Chicago, ILKortenhaus Communications — Boston, MALandau Public Relations — Cleveland, OHLaurey Peat & Associates — Dallas, TXMakovsky & Company, Inc. — New York, NYMullen Public Relations — Phoenix, AZPeak Communicators Ltd. — Vancouver, BC, CanadaPreferred Public Rels. & Marketing — Las Vegas, NVRountree Group, Inc. — Atlanta, GASahlman Williams, Inc. — Tampa, FLSaxum | PR — Oklahoma City, OKScheibel Halaska, Inc. — Milwaukee, WISusan Davis International — Washington, DCTunheim Partners, Inc. — Minneapolis, MNUlum Group, The — Eugene & Portland, ORVehr Communications — Cincinnati, OHVollmer Public Relations Inc. — Austin & Houston, TXWertheim & Company, Inc. — Toronto, ON, CanadaEuropeAbchurch Communications — London, England, UKACA/JES Communicatie — Amsterdam, NetherlandsArenalia Comunicacion — Barcelona, SpainB&K Media and Comms. Cons. — Vienna, AustriaThe Communications Business — Edinburgh, ScotlandConsilio Kommunikasjon — Tonsberg, Norwaydcp Public Relations Ltd. — Belfast, Northern IrelandLead Communications — Milan, Italym/e brand commn. GWA — Dusseldorf, GermanyManifesto Consulting Oy — Helsinki, FinlandOperate A/S — Copenhagen, DenmarkPaper Comms. — Prishtina, Kosovo & AlbaniaPaver Smith and Co. — Liverpool, England, UKPoliticsDirect — London, England, UKPrime Time Ltd. — Sofia, BulgariaReliant Communications — Athens, GreeceSpotlight PR — Stockholm, SwedenSurrey House Corporate Comm. – Surrey, EnglandWalsh Public Relations — Dublin, Irelandwbpr Public Relations — Berlin, GermanyChayun Public Relations – Seoul, KoreaConcept PR — Mumbai, IndiaPead PR — Auckland, New ZealandRantau PR — Selangor, MalaysiaWilkinson PR — Sydney, AustraliaLone Star Communications — IsraelNettResults — Saudi Arabia & United Arab EmiratesItem Comunicacao Ltda. — São Paulo, BrazilMGH Communication Management — Buenos AiresAsia / PacificS. America M. East

Global PR Partners 2010North America (United States / Canada)A. Brown-Olmstead Associates — Atlanta, GAAllison & Partners — Santa Monica, CAAnne Klein Communications Group, LLC — Mt. Laurel, NJBailey Gardiner, Inc. — San DiegoBond PR and Brand Strategies — New OrleansCarr Marketing Communications Inc. — Buffalo, NYColes Marketing Communications — Indianapolis, INConkling Fiskum & McCormick — Portandde La Garza Public Relations, Inc. — Houston, TXGogerty Marriott, Inc. — SeattleGriffin and Associates — Albuquerque, NMHanser & Associates — West Des Moines, IAHoggan & Associates — Vancouver, BC, CanadaLevenson & Brinker Public Relations — DallasLVM Group, Inc. — New YorkMorrissey & Company — Boston, MANorthstar Counselors, Inc. — Wayzata, MNPinnacle Worldwide Headquarters — Wayzata, MNPotomac Communications Group - Washington D.C.Red Sky Public Relations — Boise, IDReputation Partners, LLC — Chicago, ILShazaaam! LLC — Southfield, MIStrategic Objectives — Toronto, ONT, CanadaVandiver Group, Inc., The — St. LouisGabrielle Shaw Communications — London, England, UKINSIDERS — Moscow, RussiaPanthere Consulting -- Munich, GermanyPanthere Consulting / MZ Comms. — Wöllstadt, GermanyCrabtree Associates Ltd. — Auckland, New ZealandFBI Communications, Inc. — Tokyo, JapanVirtusio Public Relations Inc. — Manila, PhilippinesBASSO DASTUGUE & ASOCIADOS — Buenos AiresSPMJ Communicacoes — São Paulo, BrazilS. America Asia / PacificEuropeNorth America (United States / Canada)Adam Friedman Assocs. – New York, NYAker Partners, The – Washington, D.C.Buchanan Public Relations – Philadelphia, PACastle Group, The – Boston, MAContemporary Comms., Ltd. – Vancouver, BC, CanadaCooperKatz & Co. – New York, NYDye, Van Mol & Lawrence – Nashville, TNFantail Comms. – Toronto, ONT, CanadaFearey Group, The – Seattle, WAGroundfloor Media – Denver, COHarrell Group, The – Dallas, TXHMA Public Relations – Phoenix, AZAthenora Consulting – Brussels, BelgiumBeyond PR – Oxford, England, UKCoast Communications – Stockholm, Swedencometis AG – Wiesbaden, GermanyCullen Communications Ltd. – Dublin, IrelandEvident PR – Amersfoort, The NetherlandsGreenwich – Paris, FranceIndustrie-Contact – Hamburg, GermanyMulti Communications – Warsaw, PolandSCR – Barcelona & Madrid, SpainSound Public Relations – Milan, ItalySPA Way, The – London, England, UKEuropeJMC Marketing Comms. & PR – New York, NYL.C. Williams & Assocs. – Chicago, ILLandis Comms. Inc. – San Francisco, CALedlie Group, The – Atlanta, GAAspire PR – Pune, IndiaCosmo Public Relations Corporation – Tokyo, JapanCurrie Communications Pty Ltd. – Melbourne, AustraliaMileage Communications PTE Ltd. – ShanghaiAsia / PacificPacifico – San Jose, CAStevens Baron Comms. – Cleveland, OHVan Vechten & Co. – Miami, FLVPE PR – Los Angeles, CAXenophon Strategies – Washington, D.C.Guerra Castellanos & Asociados – Mexico City, MexicoIdentia PR – Buenos Aries, ArgentinaMirabal & Associates, Inc. – Mayaguez, Puerto RicoS2 Comunicação Integrada — São Paulo, BrazilHWB Communications – Cape Town, South AfricaAfrica L. America /S. America

ProfilesO’Dwyer’sGuide to:INTERNATIONAL PR FIRMS6.10COOPERKATZ &COMPANY, INC.205 Lexington Avenue, 5th FloorNew York, NY 10016917/595-3030Fax: 917/326-8997info@cooperkatz.comwww.cooperkatz.comAndy Cooper, PrincipalRalph Katz, PrincipalAnne Green, President, COOCooperKatz & Company, Inc.is an independent, full-servicemarketing/public relations firmwith strong strategic, creativeand social media credentials.Founded in 1996 by AndyCooper and Ralph Katz, twosenior PR agency executives,CooperKatz is headquartered inManhattan in New York Cityand serves a prestigious clientbase across a broad range ofindustry sectors. CooperKatz isa member of the PublicRelations Global Network(PRGN), a consortium of morethan 40 independent memberagencies based in the UnitedStates, Central and SouthAmerica, Europe, Canada,Pacific Rim, South Asia and theCaribbean. PRGN member firmsall meet stringent selection andperformance requirements andare therefore able to offer clientsaccess to high-quality, entrepreneurially-ledinternational representation.CooperKatz capabilitiesinclude brand positioning,communications training, mediarelations, product introductions,meeting/event production andsupport, social media, videoproduction and collateral materials.Visit www.cooperkatz.comand www.prgn.com for moreinformation.The July issue of O’Dwyer’s will profilePR firms that specialize in travel andtourism. If you would like your firm to belisted, contact Editor Jon Gingerich at646/843-2080 or jon@odwyerpr.comFEINTUCHCOMMUNICATONS245 Park Ave., 39th FloorNew York, NY 10167212/808-4900info@feintuchpr.comwww.feintuchcommunications.comwww.ecpglobal.comwww.jumpstartglobal.comHenry Feintuch, PresidentFeintuch Communications is astrategic relations firm. Weenjoy decades of experience indeveloping and implementingsuccessful public relations programsfor organizations of alltypes and sizes. Our specialtypractices include healthcare andlife sciences, advertising andmedia, technology, financialservices and energy.The firm is a member of ECPGlobal, an international allianceof premier independent communicationconsultancies which areparticularly adept at coordinatingmultinational projects andprograms.For start-ups and multinationalstargeting the U.S., ourJumpStart Global Advisors subsidiaryprovides a set of turnkeyservices that allow them to enterthe market quickly and efficiently— everything from entity formation,legal, accounting,administrative, HR and recruitmentto business development,public relations and broad marketinginitiatives to generateinquiries.FLEISHMAN-HILLARD200 North BroadwaySt. Louis, MO 63102314/982-9166Mobile: 314/267-0549Fax: 314/982-8642Digital. Integrated. Global.Those three words live at theheart of Fleishman-Hillard’sunmatched ability to make a realdifference for clients. The firmIn April 2010, Feintuch Communications launched JumpStart GlobalAdvisors, focused on providing broad business services to companiesentering the North American market.delivers truly integrated communicationssolutions that leverage afull range of digital channels —solutions that play out on aworldwide scale, thanks to a networkof 80 offices across six continents.Just as important, Fleishman-Hillard brings to those solutionsthe consistently high levels ofclient service, teamwork and creativitythat have been at the heartof its reputation for more than 60years.The agency offers a full rangeof services and capabilities,backed by a global standard ofquality that is world-class. Thisindustry leader’s bluechipInternational Advisory Board, itsglobal array of 31 practicegroups, international training andother initiatives all come togetherto reinforce one mission: “Tomake ourselves as valuable to ourclients as they are to us.”HOGGAN &ASSOCIATES510-1125 Howe StreetVancouver B.C. V6Z 2K8Canada604/739-7500www.hoggan.comJim Hoggan, PresidentShafiq Jamal, Executive VicePresidentFor more than 25 years,Hoggan, a renowned full-servicepublic relations firm, has assisteda wide range of global companies,organizations, and publicagencies with best-in-class reputationmanagement services, governmentand media relations, crisiscommunications, influencerengagement, and more.We employ a research-basedmethodology. We believe anorganization cannot develop aneffective communications strategywithout first understanding itstarget audiences. The approachdelivers results: Hoggan is aSilver Anvil award winner — thePRSA’s highest honor — forhelping a U.S.-owned naturalfoodscompany navigate a highprofilepublic-health crisis. Theengagement is still cited as a casestudy in “doing the right thing.”Our strengths lie in energy,Continued on page 24JUNE 2010 WWW.ODWYERPR.COM 23

PROFILES OF INTERNATIONAL PR FIRMS(L-R) Omar Franco (GESA Speaker), Geovanna Valenzuela (ITEPScholarship Winner from ITA Academy), Jessica Ortiz (Mojave XPSpeaker), Monique Romo (GBAC Speaker), Greta Armenta (ITASpeaker, ITEP Scholarship Winner), Geraldine Knatz, exec. dir., Portof Los Angeles, Cassandra Garcia (SPEA Speaker), Hugo Arreguin(GSS Speaker), Ruby Bueno (ITEP Scholarship Winner), JesusMendez (180 Degree Student from GESA) at ITEP’s 10th AnnualScholarship and Fundraising Dinner campaign handled by MAYOCommunications, Los Angeles.Photo by John StephenHOGGAN & ASSOCS.Continued from page 23healthcare, financial services andtechnology, with particularexpertise in sustainability communications.Our ongoing workwith leading environmentalorganizations and influencers —in combination with our marketleadingproprietary research —places us at the forefront of sustainabilitycommunications.KETCHUM1285 Avenue of the AmericasNew York, NY 10019646/935-3900www.Ketchum.comRay Kotcher, Senior Partner andCEOA communications innovatorwith more than 100 offices andaffiliates in 70 countries worldwide,Ketchum ranks among the largestglobal public relations consultancies,and leads the industry in theU.K. and Europe as KetchumPleon.With five global practices —Brand Marketing, Corporate,Healthcare, Food & Nutrition andTechnology — and specialty capabilitiesincluding AccessCommunications (high-tech andconsumer-tech PR), ConcentricCommunications (experiential marketing,events and meetings), MMG(clinical trial recruitment), KetchumGlobal Research Network andKetchum Sports and Entertainment,Ketchum’s best-teams approachallows it to swiftly mobilize itsglobal resources to produce meaningfulresults for clients wherevertheir needs exist.Widely recognized for its creativityand innovation, Ketchum has atotal of more than 200 PRWeek,SABRE, and Silver Anvil awards.Ketchum has also won moreCLIO Award than any other PRagency, and was named the HolmesReport’s 2010 North AmericanLarge Agency of the Year.For more information onKetchum, a unit of OmnicomGroup Inc. (NYSE:OMC), visitwww.ketchum.com.MAYOCOMMUNICATIONS7248 Bernadine Ave., 2nd Fl.West Hills, CA 91307818/340-5300Fax: 818/340-2550www.mayocommunications.comAida Mayo, PresidentGeorge McQuade, VicePresidentMAYO Communications, basedin LA with offices in New York,San Diego and Bern, Switzerland,has been serving government, business,entertainment and environmentalclients for more than adecade.Last April, MAYO’s ClientLAEDC and World Trade CenterAssn. (WTCA) Los Angeles/LongBeach launched a campaign to convinceBYD Company Limited, oneof China’s fastest growing automanufacturers, to establish the U.S.headquarters in Los Angeles. Thiswould create up to 2,000 jobs.MAYO’s client garnered severalthousand international media articles.In May, MAYO earned$500,000 worth of national mediaplacement a WTCA LA/LB andLAEDC media campaign onChina’s economic impact. RecentlyInternational Trade EducationPrograms (ITEP), a MAYO client,honored Port Executive DirectorGeraldine Knatz with the “2010Keeper of the Flame Award” at its10th Annual Scholarship Awardsand Fundraiser Dinner in SanPedro, CA.ITEP helps train financially disadvantagedstudents to obtain a collegeeducation and high payingjobs in the Maritime industry.Thanks to MAYO ITEP’s 10 YearAnniversary Scholarship dinnerwas sold-out at 600+ RSVPs, anevent planned for 500. ITEPExecutive Director Carol Rowenwas featured in the Los AngelesTimes.PORTER NOVELLI75 Varick StreetNew York, NY 10013212/601-8000Fax: 212/601-8101www.porternovelli.comGary Stockman, CEOPorter Novelli is one of theworld’s leading public relationsfirms with a network of officesspanning North America, LatinAmerica, EMEA and Asia Pacific.Porter Novelli combines the powerof immersion with the rigor of datato create deep human insights thatenable us to transform the opinions,beliefs and behaviors of thosewho matter most to our clients.Founded in Washington, D.C. in1972, the agency’s practice areasinclude brand marketing, corporateaffairs, food & nutrition, healthcare, public affairs, social marketing,technology and Hispanic marketing.Specialty services spaninternal communications, issuesand crisis management, businessto-business,cause marketing, corporatesocial responsibility, mediarelations and media training. PorterNovelli has a track record of deliveringconsistent quality across theglobe, building the right team foreach client by tapping expertisefrom throughout the organization,regardless of geographic boundaries.PUBLIC RELATIONSGLOBAL NETWORK(PRGN)East1422 Euclid Ave. Suite 645Cleveland, OH 44115216/621-6800 ext. 18Fax: 216/621-6806www.stevensbaron.comEdward Stevens, APR,President, Stevens BaronCommunications, Inc.West1388 Sutter Street, #901San Francisco, CA 94109415/561-0888 ext. 2308Fax: 415/561-0778david@landispr.comwww.landispr.comDavid Landis, President,Landis Communications, Inc.Connected Thinking. Globally.More than 1,000 clients across sixcontinents depend on the combinedresources of the PublicRelations Global Network(PRGN) to deliver targeted publicrelations campaigns in more than80 markets around the world.With revenues of more than $100million (U.S.), PRGN is amongthe world’s top four public relationsnetworks. PRGN harnessesthe resources of 40 independentpublic relations firms, 50 officesand more than 800 communicationsprofessionals to connectinternational companies andorganizations with individual andculturally diverse markets globally.Visit PRGN online at:www.prgn.com.ROGERS & COWANPACIFIC DESIGN CENTER8687 Melrose Ave., 7th FloorLos Angeles, CA 90069310/854-8117inquiries@rogersandcowan.comwww.rogersandcowan.comwww.rogersandcowan.co.ukTom Tardio, CEONikki Parker, EVPRogers & Cowan is the leadingentertainment marketing and PRagency with offices in LosAngeles, New York and London.We offer significant experience indriving and managing interna-24JUNE 2010 WWW.ODWYERPR.COM

PROFILES OF INTERNATIONAL PR FIRMStional PR campaigns for clients inthe entertainment, lifestyle andtechnology industries, includingU.S. and international film companies,international celebritiesand recording artists, worldwideconcert tours, fashion/lifestylebrands, instrument manufacturersand global technology brands.Our team manages globalaccounts working in conjunctionwith our international Rogers &Cowan and IPG family offices toexport and adapt PR, sponsorshipactivation, strategic alliances,influential seeding, event marketingand social media strategiesfor use worldwide.Our International Film divisionworks with filmmakers, producers,financiers, distributors, filmcommissions and filmmaking talentaround the world to spearheadtheir international publicity campaignsthroughout the lifetime oftheir film. We provide clientswith extensive knowledge of theinternational film market andclose relationships with leadingdistributors and media around theworld. We execute corporate PRcampaigns to position our clientswithin the film industry, manageinternational PR of theatricalfilms, promote foreign productionfacilities and manage mediaactivities at major film festivalsand markets, including Cannes,Edinburgh, Zurich, Tribeca Doha,Venice, AFM, Mifed and MipTV.RUDER FINN301 East 57th StreetNew York, NY 10022212/593-6400www.ruderfinn.comDavid Finn, ChairmanKathy Bloomgarden & PeterFinn, Co-CEOsRuder Finn is one of the world’slargest independent PR agenciesemploying 600 people worldwide.The firm is organized around fourstrategic pillars that reflect theagency’s key areas of leadership:Health & Wellness, Corporate &Public Trust, Global Connectivityand Life + Style. Expertiseincludes reputation management,branding, cultural and social issues,and intent driven social mediathrough its digital practices, RFRelate and RF innovation studios.Clients include: Air France,APEX, Bayer, Brazil, Audi, BristolMyers Squibb, Canadian TourismCommission, Chanel, Citigroup,Emirate Airlines, Hermes, IEEE,Govt. of Bahrain, Jamaica TouristBoard, L’Oreal, Microsoft, MoetHennessy Diageo, Merck,Novartis, Pfizer, PepsiCo, VisaInternational.Ruder Finn has a global footprintwith wholly-owned offices in NewYork, Chicago, Los Angeles, SanFrancisco, Washington, DC,London, Paris, Berlin, Basel,Jerusalem, Beijing, Hong Kong,Guangzhou, Shanghai, Singapore,and affiliates in all other majorcities in the US, Europe, LatinAmerica and Asia-Pacific. Thefirm’s offices in New York and inChina are among the largest in theindustry.WEBERSHANDWICK919 Third AvenueNew York, NY 10022212/445-8000www.webershandwick.comHarris Diamond, CEOJack Leslie, ChairmanAndy Polansky, PresidentJill Murphy, Chief BusinessDevelopment OfficerWeber Shandwick is a leadingglobal public relations agency withoffices in 76 markets around theworld. The firm’s reputation is builton its deep commitment to clientservice, creativity, collaborationand harnessing the power of advocates— engaging stakeholders innew and creative ways to buildbrands and reputation.Weber Shandwick providesstrategy and execution acrossworld-class practices such as consumermarketing, healthcare, technology,public affairs, corporate/financialand crisis management.Its specialized servicesinclude digital/social media, advertising,market research, and corporateresponsibility.In 2010, Weber Shandwick wasnamed Global Agency of the Yearby the Holmes Report for the secondyear in a row, an ‘Agency ofthe Decade’ by Advertising Age,Large PR Agency of the Year byBulldog Reporter, and TopCorporate Responsibility AdvisoryFirm by CR Magazine. The firmhas also won numerous ‘best placeto work’ awards around the worldincluding “Best Multinational Firmto Work For in EMEA” by theHolmes Report and a “Top Place toWork in PR” by PR News.Weber Shandwick is a unit ofThe Interpublic Group ofCompanies (NYSE:IPG), which isamong the world’s largest advertisingand marketing services organizations.odwyerpr.com is unrivaled for its hardhittingcoverage of all areas of marketing,communications, PR and media news.With PR and media in a state of upheaval,it’s more important than ever to keep ontop of the buzz in the industry.JUNE 2010 WWW.ODWYERPR.COM 25

FEATUREPR’s greatest ‘tricks’ revealedThe marketing arena can easily be compared to a three-ringcircus. A few clowns, a few death-defying leaps and a ringleaderwho’s expected to single-handedly bring it all together. Of course,we can’t forget the one person everyone expects to see — thegreat magician, shrouded in mystery, quite dramatic and neverwithout ability to manifest greatness from thin air at the drop ofa hat.By Allison BrinkmanSo, in a recent RFP, when the companyasked what PR “tricks” ouragency had up our sleeves, I cameto the stunning realization that there reallyare people out there who expect publicrelations professionals to yield resultsnothing short of magical.Believe me, if this were possible, allPR practitioners would operate from thebeach. Clients could check in at thesmoothie stand every so often; we couldwave our wands a couple times a day forgood measure.That sounds much more attractive thanfighting winter rush-hour traffic inCincinnati, but if you want to know thereal secret about PR that everybody onthe inside wants you to know, here it is:journalistic perspective. A good agencypractitioner is able to objectively look ata company and see which messages willbest strike a chord and motivate prospectsto action, and how these ideas can beapplied to trends in media or pop culture.The problem is, companies have thetendency to become so wrapped up intheir own mission statements and etherealideals that they fail to see how theycould be using their strengths to capitalizeon current trends. This is why we sooften see epically long releases about abusiness offering the triumvirate of theobvious: quality, service and value.These same companies also wonderwhy they aren’t achieving the desiredresults. The difference must be that wand.And for my Next Trick: Getting thatstory in the paper!Even some of our most well intentionedclients sometimes forget that wecan’t get every story placed every time.It’s been said that if placements were thateasy to attain, all you’d read about wouldbe PR firms. And it’s true — you’ll neverfind an industry of companies moreenraptured with declaring their love ofthemselves. If there really were a magicPR “trick,” you can bet you’d be hearingabout it everywhere.Magic implies illusion and deception,and at the end of the day, wouldn’t yourcompany rather be recognized for somethingyou know a lot about over somethingthat was concocted just to get you inthe paper? No magic wand. No smokeand mirrors. And absolutely no tricks.Just a good eye, a little tenacity and a passionfor news.You see, there is no “trick” to goodpublic relations. It takes consistency, hardwork and a little flair.Allison Brinkman is Public RelationsManager of the Eisen Marketing Groupin Cincinnati. PR BriefsPETA TARGETS RINGLING BROS.People for the Ethical Treatment of Animalsplans to educate the winning PR firm in thepitch for the six-figure Ringling Bros. andBarnum & Bailey Circus account that "it's intheir best PR interest" to cancel the deal, DavidPearle, senior media coordinator toldO'Dwyer's.That doesn't sit well with FeldEntertainment, parent company of RinglingBros. Steve Payne, VP-corporate communicationsat Feld, called PETA's move an "absurdattempt to impose themselves" into the PRselection process."We have received excellent proposals froma number of quality firms that have done theirown due diligence on PETA," he said. None ofthose firms have quit the competitive pitch,Payne told O'Dwyer's.According to Pearle's e-mail, PETA plans toshare "backstage video footage showingRingling trainers beating elephants, behindthe-scenesphotos showing the inherent crueltiesinvolved in training baby elephants."PETA has already sent emails to CEOs of topfirms calling Ringling Bros "a PR nightmarewaiting to happen."Executive VP Tracy Reiman is quoted as saying:"There's not a PR team in the world that isslick enough" to overcome the various allegedabuses by Ringling "all for the sake of a fewcheap tricks."Ringling refutes charges of animal abuse. Itoperates a conservation center for elephants,animals that it refers to as "pampered performers"that star in the "greatest show on Earth."26JUNE 2010 WWW.ODWYERPR.COM

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FEATUREArizona bill “alienates” Latino consumers, votersBy Marisa TreviñoThe force of the Latino consumer iswidely recognized by retailers. Withan estimated buying power of $1 trillion,it’s no wonder department stores carryLatino-influenced product lines sportingeither bright colors and shapely silhouettesor Spanish surnamed celebrities. Grocerystores now devote shelves or aisles to productsthat appeal to a wide Latino audience.In fact, retail recognition of the power ofthe Latino consumer has even extended tostores, such as WalMart, acknowledgingthat future growth for their business lieswith the Latino audience.So one has to wonder — if corporateAmerica sees the inevitable future of Latinoinfluence, why don’t politicians? Or thebetter question may be, why don’t theybelieve it?Elected officials around the country canhardly wait to announce that they too aredrafting Arizona-like immigration bills fortheir states and communities.It might have something to do with thefact that every major poll seems to overwhelminglyfavor the Arizona immigrationbill. The latest Rasmussen poll regardingArizona’s immigration law says it foundthat 55% of those polled would favor immigrationlaws like Arizona’s in their state.Politicians, however, are not payingattention to the polls that shows the majorityof Arizona’s Latinos are against SB1070. It’s not surprising, given that thefoundation of the immigration legislationenacted thus far is based little on fact and alot on fiction.That’s a serious mistake.Support starts with fear-based adsPoll after poll gauging non-Latinos’ feelingsabout Arizona’s immigration bill showoverwhelming support for every element ofSB 1070, ranging from seeing nothingwrong with requiring people to produceevidence they’re in the country legally toallowing police to question anyone theythink is here illegally.Are these polls an indication of systemicracism in this country or is it indicative ofsomething more sinister?Call me optimistic, but I think the betterexplanation is that those polled, especiallyin Arizona, are responding out of fear —fear induced by advertisements run fromimmigration restrictionists who want peopleto fear hard-working, Spanish-speakers.Three senators, McCain (R-AZ), Kyle(R-AZ) and Cornyn (R-TX), have introducedamendments to the EmergencySupplemental Appropriations Bill, whichwould ratchet up militarization of the borderand immigration enforcement withmore detention beds.Instead of using the tired argument thatthese amendments are needed to makeAmerica safer, some immigration restrictionistsare focusing the debate around theissue that instills more fear in people thesedays than fear itself — jobs. Immigrationrestrictionists NumbersUSA characterizesthe proposed amendments as having “anunderlying goal to help create jobs thissummer.”What these groups conveniently fail tomention is that unless the American workeris low-skilled, chances are he/she didn'tlose their job to illegal immigration but to abad economy.In May, the New Policy Institute releaseda report that shows “the recent waves ofnew immigrants have increased the averagewage of native-born Americans in theshort-run, and by even more in the longterm as capital investment has increased.”Reports like these are always quickly discountedby immigration restrictionistsbecause they fear if people did know thetruth, or even deeply thought about theissue, the support base needed to achievetheir mission is lost.Misinformation misleadsTwo other reasons supporters say thatany kind of immigration bill is needed is dueto escalating crime committed by the undocumentedand abuse of the healthcare system.Looking at Arizona, one has to wonderwhy the crime portion would be a premisefor SB 1070, when crime rates are actuallyat their lowest in four decades. According tothe FBI, the number of violent crimesreported in Arizona between 2005 and 2008dropped by almost 1,500 while the numberof reported property crimes during the sametime period decreased by 8,000.Data compiled by the Bureau of JusticeStatistics show that violent crime rates inArizona from 2006-2008 are the lowestsince 1983. According to the Department ofHomeland Security, by 2008 the rate of violentcrimes had dropped from 577.9 per100,000 to 477 — despite the fact thatArizona’s illegal immigrant population hadincreased by 70% during the same time.According to another piece of often-citedrhetoric, undocumented immigrants alsotake advantage of our healthcare system andare overburdening our emergency rooms.Yet a new report by the National Centerfor Health Statistics shows the majority ofER visitors are senior citizens and AfricanAmericans. Among the three ethnic groups:white, black and Hispanic, Hispanics hadthe lowest rates of emergency room visits.A segment reunitedThe National Council of La Raza foundthat not only has SB 1070 united Arizona’sLatinos, but it’s actually serving as an impetusfor a heightened interest among Latinosfor the upcoming November election.And if it’s happening in Arizona, it’s happeningwherever there are Latinos. So, whycan’t politicians see the potential in Latinovoters like retailers see with Latino consumers?The obvious answer may be because,unlike voting, every Latino is a consumer.Yet, not every Latino is a voter.However, the nation’s fastest growingpopulation is also one of the fastest growingparts of the American electorate, accordingto Census figures. Between 2000 and 2008,Latino voter registration grew 54 percentand turnout grew 64 percent. In the 2004presidential race, 7.5 million Hispanicsvoted. In the 2008 presidential race, 10 millioncast ballots. It’s widely known thatLatinos helped Obama win, and evenhelped George W. Bush in 2004. The ideathat Latinos can make a difference at thevoting booth has been proven.From the 2008 presidential election, itwas observed that two things must happenwith the Latino electorate that would ensurea turnout that matches the hype of theLatino vote — a strong emotion generatedby the presence of an issue/candidate andidentifying an issue/candidate as being anti-Latino.A strong emotion exists with the passageof SB 1070. Any politician that supports anissue that is negatively emotional forLatinos is seen as being anti-Latino. Thistheory is supported in the 2008 presidentialelection where McCain, who previouslyhad been viewed as a Latino ally, was seenas representing the party that oppressedLatino immigrants.We know what happened to McCainamong Latino voters. From the way thingsare going now, it won’t be a big surprise tosee Latinos turn out in record numbers.Marisa Treviño is the President ofTreviño TodaMedia LLC and the Publisherand Founder of the English-languageLatino news site Latina Lista. A 16-yearfreelance journalist, Treviño’s columnshave appeared in USA Today and syndicatedin both English and Spanish throughoutthe country. She lives in Dallas. 28JUNE 2010 WWW.ODWYERPR.COM

Resorts begin Asian American PR outreachBy Lisa SkriloffThe Poconos, long known as a familyski destination and for its honeymoonhotels with heart shaped bathtubs,will now see a pioneering initiative undertakento begin outreach to Asian Americans.A brand new hotel, Mount Airy CasinoResort, was built on the grounds of theMount Airy Lodge, that quintessentialPocono Mountain hotel known from its heydayin the ’50s and ’60s. Mention MountAiry to any boomer-aged New Yorker andyou might get a spontaneous rendition oftheir ubiquitous TV commercial jingle, “Allyou need to bring, is your love of everything.Come to beautiful Mount AiryLodge.”This summer, a Mount Airy ad is morelikely to have a message in Chinese, beckoningvisitors to the Casino, where, pendingfinal regulatory approval, table games willbe available, including Pai Gow poker, atable game favored by Chinese casinogoers.Pennsylvania in January legalized tablegames. Mount Airy had their licensing hearingin April, was approved for a table gamelicense and now has an anticipated openingPR services briefsPR WEIGHS IN ONIMMIGRATION REFORMBurson-Marsteller’s Prime Policy Group isrepping the National Immigration ForumAction Fund, which is pressing both theWhite House and Republican leadership tomove on immigration reform.The Forum says its mission is to “embraceand uphold America’s tradition as a nation ofimmigrants.” It criticizes Arizona’s new immigrationlaw as one that “enshrines racial profiling”and believes its passage highlightsthe need for national reform before otherstates apply their own band-aid fixes.The Forum praises Democratic SenatorsReid (NV), Schumer (NY) and Menendez (NJ)for introducing a framework for reform legislation.It wants Republicans to review theDemocratic proposal and put forth their ownideas in fixing the system.Charlie Black, Chairman of PPG, is spearheadingthe Forum’s effort on Capitol Hill.The GOP-connected Black advisedPresidents Reagan and Bush I, and served asspokesperson for the Republican NationalCommittee.date of July 1. Since then,Mount Airy has been workingwith feng shui expertsto make sure the Asiangaming rooms are designedwith cultural cues in mind,such as no use of whitecolor in the design and fish,not birds, as a motif.Multicultural MarketingNews sat down with GeorgeToth, President & CEO,Mount Airy Casino Resort,to learn about marketingplans and structuralchanges to the Casino, alldesigned to attract andappeal to Asian Americans.How did you decide totarget the Asian gamingcommunity?One of the reasons we aregoing through this Asianmarket focus is because ofour proximity to New YorkCity. We are about an hourand 20 minutes outside ofthe Lincoln Tunnel, theclosest Casino destinationon the East Coast. Inmy past position asPresident of the SandsCasino Hotel in AtlanticCity we had a large Asianplayer community and it isa significant and growingpopulation.How is the Casinobeing changed to accommodatetheir interests?We are building an Asianroom, which will contain 17 games includingmini baccarat and poker. We are also inthe process of opening a noodle bar whichwill open in the same time frame as the tablegames. Our feng shui consultant has helpedus with the design, letting us know what colorsare lucky, what symbolism is lucky andunlucky. We will use [suggested design elementssuch as] fish motifs on the draperies,carpeting, and we’ll have statuettes locatedthroughout [the room]. The dealers in theAsian pit speak fluent Chinese, as do thesupervisors and Asian hosts.How are Asian Americans being targeted?We will have 5 members of an Asian marketingteam which primarily goes to Asiancommunities in New York, Flushing andBrooklyn. While we will be marketing allover the country, we will have a significantThe Pocono’s Mount Airy Casino Resort was built on thegrounds of the famous Mount Airy Lodge. The resort wasapproved for a table gaming license in April.position in that market. Specifically,we will be doing a number of things. Wewill have ads in Asian papers. We are doingrelationship marketing. The team we havehas 30 years doing this. They are the bestAsian player development team and nowthey will be working for us. We will haveAsian bus groups from Flushing andBrooklyn and we expect eight to 10 buses aday. And no one else in Pennsylvania willbring it to that level.How are you positioning Mount Airyagainst Atlantic City and the ConnecticutCasinos?It is not a question of “Can we compete.”This property is unique. You can’t experiencein AC what you get here. You are in themountains; it’s an active lifestyle. You alsohave tennis, golf, and whitewater rafting. Ithink the product is totally unique in theNortheast. JUNE 2010 WWW.ODWYERPR.COM 29

ProfilesO’Dwyer’sGuide to:MULTICULTURAL PR FIRMS6.10THE AXIS AGENCYNew York919 3rd AvenueNew York, NY 10022212/445-8411www.theaxisagency.comLos Angeles8687 Melrose Avenue, 7th FloorLos Angeles, CA 90069310/854-8200The Axis Agency is one of thenation’s leading multiculturalmarketing agencies. An awardwinning IPG agency, Axis providesfull public relations, marketing,promotions and digitalcommunications that reflect theculture, language and lifestyle ofmulticultural consumers.With offices in Los Angeles,New York, Miami, Chicago andDallas, Axis’ bicultural professionals:Support clients in businessareas such as government,healthcare, consumer goods,automobile, retail, entertainment,banking and technologyHelp clients discover the rightcultural brand, distributionapproach, communicationschannels and messages toimpact marketsLed campaigns for AbsolutVodka, U.S. Treasury, U.S.Army, Nintendo, GeneralMotors, Royal Caribbean, SusanG. Komen, American Airlines,Verizon Wireless, Mexico CityTourism, Los Angeles PoliceDepartment, Degree MenFor more information pleasevisit www.theaxisagency.com.CREATIVECONSUMERRESEARCH3945 Greenbriar DriveStafford, TX 77477877/530-9646281/240-9646Fax: 281/240-3497ppratt@ccrsurveys.comwww.ccrsurveys.comPatricia Pratt, PresidentWhether it’s developing newproducts and services, refiningexisting product offerings, orbuilding new marketing andadvertising campaigns, seniordecision makers across theUnited States routinely relyupon CCR for actionable marketinsights. With over 20 yearsof research expertise, specificallyfocused on Hispanic /Latino consumers and businesses,CCR conducts researchfor clients nationally,statewide, regionally and locally.Currently CCR has thelargest Hispanic ResearchDepartment in the state ofTexas. CCR offices in Houstonand Phoenix offer a variety ofresearch methodologies tointerview both acculturated andnon acculturated Hispanics /Latinos. CCR also offersresearchers the opportunity tocontact an array of MiddleEastern and Oriental consumers.CCR has large conference-stylefocus group roomswith one-way mirrors and largeclient viewing rooms for qualitativeresearch. In additionCCR offers taste tests, telephoneinterviewing, executivesurveys, mall intercepts, doorto-doorinterviewing, mysteryshops, store audits, and computercapabilities.Bilingual interviewing, moderators,and translators are alsoavailable. CCR also offersproject management for multicityprojects. Our extensiveexperience includes a widerange of industries: Health Care,Financial Services, ConsumerProducts, Retail, Food &Beverage, Entertainment,Communications, and Travel,etc. CCR completes over 1,500research projects annually.Whether you need telephone surveys,internet surveys, one-ononeinterviews, focus groups(large or small), multi-languagecapabilities etc., ourstaff of more than 40 full-timemarket research professionalsand 200 interviewers can serviceyour market research needs.EQUALS THREECOMMUNICATIONS,INC.7910 Woodmont Ave., Suite 200Bethesda, MD 20814301/656-3100Fax: 301/652-5264info@equals3.comwww.equals3.comEugene M. Faison, Chairman &CEOBased in Bethesda,Maryland, Equals Three ® is anaward-winning agency with a27-year history of developingsuccessful social marketingcommunications campaigns forgovernment agencies, domesticand international, nonprofits,and private sector clients. As afull-service agency, EqualsThree offers research andstrategic planning, creativeservices, advertising, marketingand branding, public relations,social media, grassroots mobilization,partnership buildingand a specialization in multiculturaloutreach. Equals Three isone of the leading multiculturalpartners of Worldwide Partners,Inc. and has extensive internationalwork experience in morethan 50 countries around theworld.For more information visitwww.equals3.com or call301/656-3100.FLEISHMAN-HILLARD /FH MULTICULTURAL200 North BroadwaySaint Louis, MO 63102314/982-1700multiculturagroup@fleishman.comwww.fleishman.comDave Senay, President and CEOJack Modzelewski, PresidentClient RelationsFleishman-Hillard has beensuccessfully managing multiculturalcommunications for over 30years. Acknowledging that theinfluence, relevance and spendingpower of ethnic communitiescontinue to grow, Fleishman-Hillard has a network of morethan 100 multicultural experts inthe U.S. focused on the Hispanic,African American, AsianAmerican and GLBT segmentsthat help clients effectively andcredibly reach these audiences.Whether executing one-timelocal events or developing longterm,highly visible campaigns,we offer a range of services thatincludes influencer programs;strategic planning and counsel;public affairs and communityoutreach; social impact marketing;media and blogger relations;alliance networking and grassrootsoutreach; research and competitiveintelligence.For additional information,contact the practice co-chairs,ana.toro@fleishman.com orkaterie.troutman@fleishman.comFOOTSTEPS200 Varick Street, Suite 610New York, NY 10014vjohnson@footstepsgroup.comwww.footstepsgroup.comVerida Johnson, PresidentThe unique position thatFootsteps has enjoyed over thepast decade — researching themyriad of cultural influences onmulticultural and general marketconsumer behavior — hasmade us aware of an ongoingredefinition of these concepts.Contributing to the change are:an evolving America; and new,emerging American consumers;and the introduction of newmedia technologies.We have identified an emergingmodel that is becomingmore descriptive of consumers.This New General Market isless a reflection of group identityand better defined via individualjourneys. Dr. CharlesJamison, Brand StrategyDirector at Footsteps, calls30JUNE 2010 WWW.ODWYERPR.COM

PROFILES OF MULTICULTURAL PR FIRMSthese consumers Polyculturals.To learn more contact VerdiaJohnson, President, @ 212/336-9743. Our clients: Nissan,Infiniti, MassMutual FinancialGroup, Visa Prepaid Debit Card,Lowe’s Home Improvement,Continuum Health Partners,Gillette, MBIB/P&G andDiageo.INTERVIEWINGSERVICE OFAMERICA (ISA)Corporate Headquarters15400 Sherman Way, 4th FloorVan Nuys, CA 91406818/989-1044halberstam@isacorp.comwww.isacorp.comMichael Halberstam, PresidentFounded in 1982,Interviewing Service ofAmerica (ISA) had become oneof the largest market researchdata collection and processingfirms in the US. To date, wehave conducted multiculturaland multilingual research projectsin 67 languages, worldwide.Industries served includeAutomotive, CPG, Healthcare,fast food, entertainment, radioand TV advertising, public relationsand universities. We areacknowledged as experts in theAsian and Hispanic Americancommunities. ISA has officesaround the USA, Canada andIndia with three telephone centersand two focus group facilitiesin Los Angeles. We are theco-owners of the AsianAmerican Marketing Report, aone-of-a-kind, ongoing syndicatedsurvey that compares theChinese, Korean, Vietnamese,Filipino, Indian, Hispanic andAfrican American communitieswith the general population.MULTICULTURALMARKETINGRESOURCES, INC.101 Fifth Avenue, Suite 10BNew York, NY 10003212/242-3351lisa@multicultural.comwww.multicultural.comLisa Skriloff, PresidentMulticultural MarketingResources,Inc.(www.multicultural.com) is apublic relations and marketingconsulting firm working withcorporations, PR firms and themedia. We specialize in promotingmulticultural marketing anddiversity news to the mainstreammedia and general newsto the ethnic press. Our clientsinclude the nation’s leadingcommunications firm withLisa Skriloff is President of Multicultural Marketing Resources, Inc.expertise in marketing toHispanic, Asian American,African American, GLBT andother multicultural consumersas well as minority- and womenownedbusinesses.We also work with generalmarket public relations firms insupport of their b2c news. LisaSkriloff, previously a MarketingDirector at the New York Timesand Editor/Account rep withCaballero Spanish Radio, foundedthe company in 1994. MMRpublishes MulticulturalMarketing News, our freenewsletter by email, (fromMMRNews@multicultural.com)an award-winning, newsletterthat provides executives withresources for targeting ethnicconsumers and journalists withstory ideas and contacts.MMRNews serves as a paid service,available to public relationsfirms, for distribution of releasesto both journalist and corporatelists. Our annual directory, TheSource Book of MulticulturalExperts, lists companies ownedby or with expertise in marketingto cultural and niche markets,including Hispanic, AsianAmerican, African American,women, people with disabilitiesand GLBT consumers. Paid listingsare available with repeat inour searchable directory atwww.multicultural.com.The Multicultural MarketingResources Knowledge Center,serves as a consultant resourcefor professionals in the industryavailable for outsourced help onan hourly or project basis.Multicultural SpeakersShowcase offers trainers andpresenters for conferences andinternal meetings. Through thenewsletter and directory we helpcompanies gain visibility amongexecutives at corporations whooversee multicultural marketingbudgets and journalists whoseek diverse sources. For journalists,we offer a wealth ofresources for Black HistoryMonth, Women’s HistoryMonth, Asian Pacific AmericanHeritage Month, and HispanicHeritage Month, as well as foryear-round coverage of adiverse America. We provideexperts for interviews, alongwith demographic informationand insights into best practicesand trends. Visitwww.multicultural.com to signup for a free subscription to ournewsletter, MMRNews; to viewour Calendar of RecommendedMulticultural / Diversity Events;to meet our Multicultural /Diversity Speakers Showcasemembers and to download ourSource Book. JUNE 2010 WWW.ODWYERPR.COM 31

OPINIONWatch your languageBy Fraser SeitelPR people demean themselves andthe profession when they resort tovulgarities or offensive language inwhat they say and write.First, I’m no prude.Fraser P. Seitel hasbeen a communicationsconsultant, author andteacher for 30 years. Heis the author of thePrentice-Hall text, ThePractice of PublicRelations.Like GovernorSchwarzenegger, I liftweights (not bigones). Like AttorneyGen. Blumenthal, Iserved in Vietnam(well, during Vietnam... in Missouri … as acook). And eachSunday, at great personalrisk to my armand back and mentalstability, I take themound in the OldPR Services BriefsELDORADO SPARKS BLAZESanta Monica-based PR firm Blaze PRannounced that it has been retained to providepublic relations services for EldoradoHotel and Spa in Santa Fe, New Mexico.The AAA Four-Diamond-rated Eldorado isrecognized as one of the most vibrant destinationhotels within the city of Santa Fe,featuring panoramic guest rooms and aseries of highly-rated suites.Blaze will manage an ongoing public relationscampaign for the company, whichincludes media relations, social media marketingand partnerships.With additional offices in Los Angeles,New York and Washington D.C., Blaze representsleading brands in luxury travel, hospitality,and lifestyle industries. The companyis owned by Santa Barbara-based PRfirm Davies.Men’s SoftballLeague.So, to borrow an ugly phrase, “I’m nopansy.”That’s why when I suggest that PR andcommunications people demean themselvesand their profession when they resortto vulgarities or offensive language in whatthey say and write, I do it more out of asense of sadness than prudishness.PR people are, at base, professionalcommunicators. Our skill lies in knowinghow to speak, how to write, how to communicatebetter and to a higher standardthan those we counsel. The fact is I hireyou for my company because you writebetter than I do — or should, anyway.That’s why it’s so sad to see PR professionalsresorting to gutter language, justbecause society has been dumbed downenough to “accept” such jargon as legitimate.That most PR people are, alas, lousywriters — poor spellers, clueless grammarians,lazy and uncreative story tellers— has become the rule in a professionthat should showcase the very best ofwriting talent.Nonetheless, the fact that most PR peoplecan’t write doesn’t excuse them fromusing blue and offensive words andphrases when other, equally dramaticsynonyms will do.The practice of PR is already suspect insome quarters. And using the kinds ofwords and phrases I’ll cite in a momentjust cheapens the individuals who expresslanguage in this way and the professionthey represent.Here, with apologies, are the most frequentlyused offensive words and phrasesthat have crept into our promotionalvocabulary and which should never beused, except to make a point.Suck.What a coarse term, the derivation ofwhich can’t be discussed on a familywebsite. (Think Bill Clinton and theintern.)Advertisers, in print and broadcastcommercials, have embraced this offensiveterm to describe everything fromthe economy to paying bills to Nicorettelozenges, as in, “We know quittingsmoking sucks.”Why?What’s wrong with “stinks” or“smells” or some other descriptor?Answer: Because “sucks” is risqué,hip, edgy?Puhleeze.When the liberal New York Timeswon’t stoop to use the word, neithershould a professional communicator —in any context.Ass.This formerly obnoxious term has, ofcourse, become accepted throughoutsociety, especially by the 30-somethinggeniuses who run the TV networks andcome up with series like “Dance YourAss Off.” (Evidently, even the stalwarttrail blazers at Oxygen Media have lost abit of backbone, in that new ads for theProfessional Developmentshow call it, “Dance You’re A** Off.”)As a consequence, movies, ads, latenight comics and even cable talkinghead back-and-forth banter now is spottedwith references to a body part that ina more respectable day was referred toas “butt” or “derriere” or even“caboose.”Indeed, the writer or speaker whowishes to distinguish himself from thecrowd today need only to choose amongthese suddenly-archaic terms.Pissed Off.How awful.When some nincompoop PR guyshows up on CNBC and decries that the“people are pissed off by BP’s actions,”we are in rapid decline.Whatever happened to “mad” or“angry” or “apoplectic?” Even the slightlyless offensive, “PO’d,” would be moreacceptable.Using such words in PR copy or ads ormedia conversation reveals a limitedintellect, more inclined to accept themediocre standards of modern society,rather than reach for a higher communicationstandard.Admittedly, few of us are truly “creative.”But that doesn’t mean that publicrelations communicators can’t try to distinguishthemselves from the pack bycoming up with terms that elevate notlower.I can’t even write the word.Even though Sen. Carl Levin, perhapsthe lowest life form in the lowest lifeforum — the U.S. Congress — demonstratedno similar compunction, using theprofanity liberally earlier this month toembarrass Goldman Sachs at a hearing,it’s still a word that is improper and inappropriatein any form of public dialogue.Frank’s RedHot sauce uses the curse asits come-on theme line in its campaign, “IPut That **** On Everything.”Provocative? Absolutely.Memorable? Maybe.But right? Not hardly.The point is there’s nothing “freer”than the free speech on the Internet,where you can curse till your blue in theface. Fair enough.But ... that doesn’t mean that PR people— who ought to represent a higher standardof communication excellence —have to succumb to the Net’s and society’slowest common communicationdenominator.In this field, in particular, anybody whohas a modicum of pride in his or her professionought to watch their language. 32JUNE 2010 WWW.ODWYERPR.COM

Expense reduction for PR firms (part IV)By Richard GoldsteinRichard Goldsteinis a partner atBuchbinder Tunick &Company LLP, NewYork, Certified PublicAccountants.By way of review, this is the lastpart of a four part series onexpense reduction. Part 1 discussedthe basics of implementation andexpense reduction program, part IIfocused the analyticalaspects ofexpense reduction,and part III providesspecific ideas— specifically legalcosts and mailscosts. This columnfocuses on the environmentof cost cuttingand saving andsavings for officesupplies.Office suppliesNo matter how fartechnology hasadvanced, whenever I ask for supplies, Inotice an endless supply of paper, pens,pencils, staples, paper clips, etc. in thesupply closet.In 1997, it was estimated that over 120million office workers in the UnitedStates consumed over $60 billion inoffice supplies annually. I can onlyimagine what the number is today.The office supply market is big businessand has undergone significantchanges. The channel of distributionbetween manufacturers and end usershas changed. Historically, most goodswere marketed through at least three distributionlayers: manufacturer, to wholesaledistributor, to retailer, to end user —each applying its own profit margin tothe cost of the product as it moved downthe line. Today, the distribution processis being consolidated. There are agreater number of office supply superstores,mail order companies, and contractstationers selling their productsdirectly to the consumer at 30 percent to60 percent below retail prices.Reducing overhead on these items isone way to cut costs. The cost of theseitems can be cut as much as 40 percentor more without impacting the quality ofworker productivity if the purchasingprocess is properly systemized. It is notthat difficult to cut costs of office suppliessince the competition between vendorsis fierce.The perception that office supplies area small expense and since they are overheaditems needed to run the business,everyone assumes that there is littleopportunity to reduce costs. This is farfrom reality.Assessing cost reduction potentialIn 1989 (sorry, I do not have 2010numbers) the average business spentover $500 per employee on office supplies.I do not believe this number haschanged much in 2010. The first step inreducing office supply expenses is todetermine how much you firm is currentlyspending. A systematic approachto understanding office supplies use willidentify areas of potential savings. Asdiscussed in past columns, this approachentails a checklist approach concerningoffice supply use, purchasing practices,current vendor evaluation, and controlof these expenses.Some questions to askThe process of analyzing office supplyreduction entails reviewing over 125areas with a client. Obviously, we cannotgo over all the areas in this column.Nevertheless, the areas we reviewinclude the following: The need forhigher quality supplies; improving efficiencyto decrease costs; other (freesamples, need for fax machines, blowdryers in rest rooms to replace paper, letterheadrestricted to external correspondence,e-mail use of internal correspondence,inter-office envelopes that areprinted on both sides, reducing form sizewhen forms are needed to reduce paperand printing costs).Cost cutting environmentSignificant savings in office suppliesand other expense line items cannot beachieved unless your PR firm fosters acost-savings environment. The tone atthe top influences how employees perceivethe need to cut costs. If managementdoes not appear to be concernedwith reducing expenses, then neitherwill the employees. The followingdescribes how to create a cost-savingenvironment for supplies that can beused for any expense line item:Show employees that the firm is seriousabout cost cutting. No cost is toosmall to worry about. Therefore, managementshould consistently scrutinizeevery expense item so that employeesknow that cost reduction is important. Ifmanagement shows they care about savingmoney on a $10 item, employeeswill look to save money on the largeitems.Get employees involved in cuttingFinancial Managementcosts. Tell employees to save thingssuch as paper clips and rubber bandsand not to throw them in the trash. Haveemployees go through their desks annuallyand gather excess office suppliesand return them to the stock area.Challenge the employees to see who canrecover the greatest amount of unusedsupplies. Be careful that this type ofactivity does not get out of hand andtake more time than is warranted by thecost of the supplies recovered.Reduce your office supply budget by40 percent. Almost all PR firms canstand to have their office supplies budgetcut at least by 40 percent and not sufferin the least. Arbitrarily reduce thefirm’s budget for office supplies and theemployees will adjust accordingly.Don’t stock it. One of the best ways toreduce office supply expense is simplyto not stock anything other than the verybasic essential supplies. If the item is notavailable they probably aren’t neededand won’t be requested unless reallyneeded.Charge office supply costs to departments.When department managers orgroups know that the cost of suppliesused will be charged to their budgets,they tend to control theses costs muchbetter than if the costs are simplycharged to their budgets.Reevaluate all internal reports. It hasbeen estimated that 75 percent of theinternal reports distributed in any businessare a waste of time and money.Reevaluate each report generated byyour firm and determine if it is essential.Institute a forms management program.In large PR firms, the number offorms available may be overwhelming.Have an employee or team of employeesmonitor and manage forms usage.Much of the unnecessary waste can beeliminated.Join or develop a buying group.Consider joining or developing a buyinggroup with other PR firms. In mostcases the supply needs are very similarand by joining forces, volume savingscan be achieved. For example, firmsthat are members of PRSA NY maywant to consider forming a buyinggroup.This is the final cost savings article. Itrust you found it useful. If you needhelp, just give me a call. I am glad tohelp out or point you in the right direction.

OPINIONOnce upon a time in WashingtonBy Arthur SolomonThe political louts are at it again,slashing and trashing each other.And as Election Day draws closer,it’ll probably get much worse. But it’sappallingly bad now.An ill-mannered Congressman kickedoff the year by callingPresident BarackObama a liar duringthe State of theArthur Solomon is aformer Senior VP forBurson-Marsteller.Union address.Texas Rep. RandyNeugebauer yelled"baby killer" whenfellow Rep. BartStupak was speakingduring the healthcaredebate; Nancy Pelosiwas engulfed bytorches on thePR News BriefsPUBLICIS ADDS U.K. SHOPPublicis Groupe has acquired eight-yearoldLondon-based healthcare firm ResoluteCommuncations and will merge its operationsinto its Life Brands division.The France-based ad/PR conglomeratesaid Publicis Life Brands Resolute willemploy nearly 100 staffers. Resolutefounders — Paul Blackburn, former managingdirector of Fleishman-Hillard’s U.K. operation,and Ketchum alum Anna Korving —were named joint managing directorsreporting to Publicis HealthcareCommunications Group chief Alain Sarraf.Resolute also has a New York outpostheaded by Porter Novelli vet MichaelDurand, and a "satellite office" inPittsburgh.Sarraf said Resolute's strategic and PRcapabilities blend well with the Life Brandsunits’ digital and advertising offerings.Republican National Committee websiteand Rep. Michele Bachmann wants peoplein Minnesota “armed and dangerous” tooppose the Obama administration.Bachmann also called the U.S. government“this gangster government.”When did “civility” get replaced by rudenessand crudeness? Who is to blame? Theentertainment sector takes a share ofresponsibility. The advertising industryshares guilt for “anything goes” TV commercials.Political PR people are culpablefor not speaking out against uncivil behaviorat rallies that they help organize.And what about those crazed TV pundits?American society at large sharesblame for meekly accepting the decay ofgood manners that has pervaded its people.Once upon a time, there used to be civilitybetween political opponents.Those of us who worked on politicalcampaigns, before the manufactured newsthat is now passed off as authentic news,remember when we could lunch with theopposition without being considered traitors.Alas, much, if not all, of that civility hasvanished. There are many reasons: Specialinterest groups have infiltrated and hold thebalance of power in both the Democraticand Republican parties. Intelligent, successful,pragmatic businessmen and others whohave the good of the country in their heartshave decided not to enter the political arenabecause they know that the opposition willattempt to destroy their reputations if anyminor irregularity is found in their past,leaving the Congressional balance of powerto extremists in both parties.As a result of this “gotcha politics,” weget an intelligent, inexperienced, too-eagerto-compromiseformer senator from Illinoisand a seemingly unintelligent, half-termgovernor from Alaska, whose attributes arethat she looks cute when she delivers a putdownline, likes tea parties and has incendiarycomments on her website.But the major culprits for the lack ofpolitical civility are the media, especiallythe round-the-clock cable pontificators andtheir cousins on “hate radio.”Rambling with gamblingIn New York City, John Gambling speaksin a courteous tone, but his remarks are notalways as civil. On March 18, talking aboutthe health bill, he called Rep. DennisKucinich “crazy.” And one of his sidekicks,J.J. Kennedy said Obama was using“goons” to round-up votes for the legislation.On March 26, Gambling, referring toprogressive radio/TV host Ed Schultz, saidperhaps it’s time to revisit the FairnessDoctrine because it’s “unfair to hear thisgarbage from Ed Schultz.” On April 7,referring to a news report that the WhiteHouse wanted to use language that says notall Muslims are terrorists, he said, but, “Allterrorists are Muslims.” And on April 8, hesaid people are calling their insurance companiesasking for the free healthcare nowthat the legislation is law.Just because Gambling isn’t a rant andrave conservative doesn't mean he does notGuest Columnhave an agenda. And just because he has aradio program doesn’t mean he’s alwaysright, even though his political views arepretty far right. Like many of his right wingTV and radio hosts, Gambling also is notafraid to use his supernatural powers whenhe declares that “Americans don’t wantthat,” etc.But on April 16, speaking about globalwarming/cap and trade, he expanded hisomnipotent powers to exclaim “the worlddoesn’t want this.” He will say anything toundermine the Obama Administration,regardless of the facts.MSNBC, the liberal network, and FoxNews, the conservative voice, cement theallegiance of their audiences via yellowjournalism appeal. CNN attempts to be alegitimate disseminator of news, but oftenfails.What passes for fair and balanced onthese cable networks are panels composedof an equal number of “iberals” and “conservatives”who are, oh, so knowledgeableabout every issue that is certain toproduce controversy.Unfortunately, the network news programs,which mostly play it straight, nolonger have the clout of the past; neitherdo the Sunday morning political talkshows.But people do talk about and unfortunatelybelieve the outlandish statementson the cable shows and hate radio. That’stoo bad. As long as these stir-’em-up,play-loose- with-the-facts shows keeptheir audiences, civility in politics is dead.That’s why so many young people tuneout those shows and turn to Jon Stewartand Stephen Colbert for news. If they aregoing to get fake news, they might as wellget it from programs that admit that mostof what they report is false. (New YorkTimes Op-Ed columnist Ross Douthat saidin his April 5 column that Stewart’s seriesof debates on torture and interrogationpolicy, in particular — featuring John Yooand Marc Thiessen, among others — havebeen more substantive than anything onFox or MSNBC.)What we need are more analysts likeDavid Gergen and Mort Zuckerman andless like Rush (I’ll leave the country if thehealth legislation wins approval), Sean,Sara, Ann, Rachel, Lou, Keith, Karl, Ed,Michael, Bill and Glenn (whom PeggyNoonan, the conservative columnist of theWall Street Journal, called “crazy.”)Yes, there is civility and voices of reasonregarding politics in the best-of-all countries,but you won’t find much of it on thecable news or hate radio programs. To paraphraseSteven Sondheim, “No need to sendin the clowns. They’re already here.” 34JUNE 2010 WWW.ODWYERPR.COM

Tylenol has become PR’s ‘Watergate’By Jack O’DwyerThe tornado of lies and spin that isJohnson & Johnson/Tylenol issweeping up not only J&J itself butthe slavish media that perpetuate themyths. Johnson & Johnson is up to itsears in product recallsthese days resultingin a public apology byCEO Bill Weldon.Almost every storyabout the currentrecalls mentions whata wonderful job J&Jdid in 1982, whenJack O’Dwyerseven people in theChicago area diedafter taking Tylenolcapsules that had been poisoned withpotassium cyanide.Such characterizations are false. There isnothing wonderful about 1982 murders,or the subsequent murder of23-year-old Diane Elsroth in1986 via poisoned Tylenols.Easily-spiked capsules shouldnever have been mass marketedin the first place and definitelynot after seven peoplewere killed with them.J&J brought them Tylenol tomarket knowing the killer wasstill at large and with manyindications that the Tylenolswere poisoned within J&J itself.That is the claim of formeremployee Scott Bartz whoknows a lot about the distributionalpractices of the company.Several PR professors have written thatthe five-day delay in pulling Tylenol capsulesfrom the market should never bereferred to as “immediate” or “instant,”and that there is no way of knowing howmuch the profit motive figured in J&J’sdecision to re-market the capsules.The profs, quoted in the online PRJournal of PRSA hosted by Prof. DonWright, also focus on the rarely mentioned$100K reward that J&J offered inboth the 1982 and 1986 murders. Theywrite that this small sum was J&J’s wayof claiming it had nothing to do with themurders.To this day, the case remains unsolved.Among other interesting statements tobe brought out in a book by Bartz thissummer called “The Tylenol Mafia,” isthat Arthur Hull Hayes Jr., FDAPR’s Watergate?Commissioner in 1982, left the FDA in1983 and signed a ten-year $1,000 permonthcontract with Burson-Marsteller,PR firm for Tylenol.Records dug up by Bartz show thatHayes then became vice chairman andmedical director of NelsonCommunications, founded in 1987 byformer J&J executive Wayne Nelson. Thecompany got 39% of its $86 million inrevenues from J&J in 1996. Nelson headedMcNeil Consumer Products Co., createdto market Tylenol in capsules.J&J’s claim of lack of responsibility isa legal stance and not one that plays in thecourt of public opinion.We have e-mailed media that reflexivelysing the praises of J&J and are havinglittle luck in getting any of them tochange their minds.Media reject Tylenol corrections• The Economist, which said April 10that J&J/Tylenol is the “gold standard ofcrisis management,” blew us off.That remark was in a columncalled “Schumpeter” written byAdrian Woolridge.Business EditorEdward McBride said that “Inthe context of Toyota’s recentfailings, or Tiger Woods’ infidelities,or any of the otherepisodes referred to in the article,J&J’s decision to recallTylenol was very prompt —although the firm may wellhave made subsequent mistakes.“It also seems unfair to saythat such easily spiked capsulesshould never have been marketed. To thisday, supermarkets and drug stores acrossAmerica and around the world remainfull of products that could easily be tamperedwith.”• New York Times reporter NatashaSinger has been unreachable. She praisedJ&J on May 3 for its “fast and adept”handling of the Tylenol murders in 1982.• The Christian Science Monitor,which said Jan. 15 that what J&J did in1982 “is still regarded as a shining exampleof corporate social responsibility,”said it will look at the matter more closely.• “The Motley Fool (fool.com),”which on May 6 said that J&J “hasalways been the poster child for how tohandle a crisis,” was sent one of ourcolumns debunking the Tylenol myths.• Fortune magazine, which on May28, 2007 hailed J&J/Tylenol as the “goldstandard in crisis control,” was sent a columnvia a general Fortune mailbox. Thewriter was Jia Lynn Yant but there is noway of contacting an individual Fortunereporter via e-mail or phone.• Tactics of PRSA, which praised J&Jin a full page in 2007 for providing “anenduring example of crisis managementdone right,” was also sent a column.Tactics editors should read the Society’sPR Journal.• James Lukaszewski, crisis expert forthe Society, said in an e-mail to us that“The 1982 Tylenol incident remains themost internationally recognized successfulcrisis incident response, even after allthese years.”U of F flunks usThe University of Florida College ofJournalism and Communications wascontacted because a posting on its websitecalled “Effective CrisisManagement” says J&J “conducted animmediate product recall,” “knew theywere not responsible for tampering of theproduct,” and put “public safety first.”We asked College Dean John Wright,Ph.D., to correct these false or at leastdebatable statements.Replying was David Carlson,Executive Director, Center for MediaInnovation and Research at the College,who said we offered “nothing but opinion.”He said the piece was by a studentwho quoted the Chicago Sun-Times, J&J,and Mark Mitchell of Economic Assn.Int’l, and the piece will be changed whenthose organizations change their opinions.Media News BriefsGOLFWEEK’S NEW PUBLISHERGolfweek magazine has appointed JasonRedditt to the position of Publisher.Redditt joined Golfweek as a member ofthe magazine’s circulation department beforemoving into ad sales. He also served asGolfweek’s Advertising Director for equipmentand apparel.Golfweek officials said the hire reflects themagazine’s “all-encompassing strategy todiversify the Golfweek brand while furthersolidifying its position as the favorite golfweekly among serious golfers.”Redditt succeeds Clayton Morris, who willcontinue to oversee the brand’s rapidlyexpanding portfolio of offerings with his promotionto group publisher.JUNE 2010 WWW.ODWYERPR.COM 35

WASHINGTON REPORTU.S. World Cup bid adds ClintonThe U.S. bid for the FIFA World Cup in 2018 or 2022tapped President Bill Clinton has its honorary chairmanon Monday, adding global heft to the push in its finalmonths.Fleishman-Hillard has been handling PR since last March forthe campaign, which culminates in a decision at the end of thisyear.“I’m proud to represent the United States in our bid to bringthe World Cup tournament back to American soil, allowing us toinspire action and cooperation on an even greater scale,” Clintonsaid in a statement as he announced his participation from a soccerfield in Harlem.The event is the world’s largest sporting event and is heldevery four years.The 21-month U.S. pitch — which includes 18 cities — is upagainst Australia, England and Russia for the two future dates.Several countries have also applied for only ’18 or ’22. WeberShandwick is handling England’s bid for 2018.Bids were formally submitted on May 14. That will be followedup by site visits and review by FIFA’s 24-member committeewith a decision expected on Dec. 2.The U.S. received a boost in December when Mexico pulledout and the influential Confederation of North, CentralAmerican and Caribbean Association Football endorsed UncleSam’s pitch.Potential host cities, which would gain an estimated impact of$400-$600M each from the tournament, include Atlanta,Baltimore, Boston, Dallas, Denver, Houston, Indianapolis,Kansas City, Los Angeles, Miami, Nashville, New York,Philadelphia, Phoenix, San Diego, Seattle, Tampa andWashington D.C.South Africa is hosting the 2010 tournament with Brazil tofollow in 2014. Politico Capps to Blue EngineLaura Burton Capps, a veteran Democratic communicationsaide, has moved to Blue Engine Message & Media, a D.C.PR firm.She had recently been Senior VP for government affairs andcommunications for the Ocean Conservancy and communicationsdirector for the Alliance for Climate Protection, Al Gore’snon-profit.Blue Engine is led by Erik Smith, a former aide to Rep. DickGephardt, comms. director for the DCCC, and media advisor tothe Obama-Biden campaign, along with Kathy Roeder, also aformer Gephardt aide who has worked for the AFL-CIO and asa political trainer in Iraq.The firm has worked with Ford, the Major League BaseballPlayers Association and Catholic Charities USA.Capps was an aide to George Stephanopoulos and speechwriterin the Clinton White House and later worked as Iowacommunications director for Sen. John Kerry’s presidential bidand in 2005 began a stint as comms. director for Sen. EdwardKennedy.Capps’ father, Walter, won a House seat in 1996 but died ofheart failure a year later. Her mother, Lois, won the special electionto succeed him in 1997.She is married to Obama White House spokesman BillBurton. B-M targets D.C. for NRABurson-Marsteller’s Prime Policy Group unit has signedon with the National Rifle Association to protect theSecond Amendment rights of Washington, D.C. residents,freedoms that the gun group believes are threatened byover-zealous city officials.The NRA is upset that local lawmakershave drawn up a series of rules the groupsays makes gun ownership a bureaucraticnightmare.Those measures include registrationof gun owners, limit on the numberof bullets a gun can hold andrestrictions on the types of firearmsthat D.C. residents can purchase.The rules went into effect following the2008 Supreme Court decision that lifted D.C.’smore than 30-year ban on handguns.The NRA believes the D.C. regulations fly in the face of theSupreme Court decision.Vickie Walling, Former Chief of Staff to Rep. John Tanner (D-Tenn.) is handling the account at PPG. She played a role in thecreation of the Blue Dog Coalition, an organization of conservativeDemocrats. [Tanner is not seeking re-election.]The NRA had used Ogilvy Government Relations, B-M’s sisterfirm, for lobbying work. It terminated Ogilvy in January afterpaying $360K in 2009 fees. Former Bush aide advises APCOAnita McBride, former chief of staff to First Lady LauraBush, has joined APCO Worldwide as senior counselorin its global political strategies operation and member ofits international advisory council.She advised Laura Bush on initiatives such as global health,literacy, education, historic preservation and youth outreach.McBride also served President George W. Bush as senior advisorto the State Dept.’s Bureau of International Organizations, apost responsible for recruiting Americans for service in UnitedNations’ agencies. She also selected members to represent theU.S. in international summits and conferences.McBride worked in the Reagan and Bush I White House andserved as director of the speaker’s bureau for the U.S.Information Agency. She is executive in residence at the Centerfor Presidential and Congressional Studies at the School ofPublic Affairs at American University. 36JUNE 2010 WWW.ODWYERPR.COM

Sorrell outlines Muslim marketing planWPP CEO Martin Sorrell outlined the ad/PR conglom’snew Muslim marketing initiatives during hispresentation at the “6th World Islamic EconomicForum” May 18-20 in Kuala Lumpur.The Malaysian conference was themed “Gearing forEconomic Resurgence.”In WPP’s 2009 annual report, Sorrell calls the Muslim world“another challenger to American dominance.”The conflicts in Afghanistan/Iraq and tension with Iran are acontinuation of the 1950s Suez conflict, the oil crisis of the1970s, and the invasion of Kuwait in the 1990s, according toSorrell.In his view: “Westerners have made little attempt to understandthe Islamic mind and assure that Muslims share theirvalue systems.” That is “wrong-headed and short-sighted,” heDubai awards Brunswick, PSI PR contractsDubai’s Dept. of Finance signed a $300,000 a month contractwith Brunswick for international PR work in February as thecash-strapped member of the United Arab Emirates restructuredits massive debt load.Dubai World, the emirate’s conglomerate, rocked the financialmarkets via its 2009 decision to stop paying interest on its debt. Itreached an agreement May 20, with a consortium of 90 lenders torevamp $23.5B in debt.The New York Times called the deal a “willingness among westernbanks to take a short-term hit so as to maintain relationships ina part of the world that, despite Dubai’s debt hiccup, is sure toremain a fruitful place to do business.”Brunswick’s three-month agreement began Feb. 1 and calls for“immediate scenario planning,” “anticipating potential issue areas,”messaging, positioning, media training and events.International PR Newssaid.Sorrell wrote thatMuslims are differentand “it will be increasinglynecessary to makea serious and sincereattempt to understandthem.” He praised theObama Administrationfor understanding theneed to communicatewith Muslim nations. Martin SorrellThe 1.6 billionMuslims account for a quarter of the world’s population. Therewill be 2.1 billion Muslims a decade from now, or 30 percent ofthe globe’s people. PSI gets Dubai boostPublic Strategies Inc. now receives $25,000 a month to promotethe charitable work of Princess Haya Bint Al Hussein, junior wifeof Dubai ruler and United Arab Emirates Prime MinisterMohammed bin Rashid Al Maktoum.The original pact inked in October called for a $10,000 monthlyoutlay.The Princess chairs the International Humanitarian City inDubai, which bills itself as a non-religious/political/profit organization.IHC serves as a logistical hub for charitable operations.Employees from Novartis’ Middle East operations last monthdonated clothes, shoes and magazines to the IHC for distribution inAfrican countries.PSI, under its agreement, provides reputation and media relationscounsel, but it is not to make direct contact with any reporteror editor. It works on a month-to-month basis. FARA News NEW FOREIGN AGENTS REGISTRATION ACT FILINGSBelow is a list of select companies that have registered with the U.S. Department of Justice, FARA Registration Unit,Washington, D.C., in order to comply with the Foreign Agents Registration Act of 1938, regarding their consulting and communicationswork on behalf of foreign principals, including governments, political parties, organizations, and individuals.Gephardt Group Government Affairs, LLC, Washington, D.C., registered May 3, 2010 for Republic of Turkey, regarding providing lobbyingand government relations services.Hecht, Spencer & Associates, Inc., Washington, D.C., registered May 6, 2010 for Government of Japan, regarding providing governmentrelations and political consulting services in connection with U.S. Government positions, actions, legislation and treaties concerning Japan andJapanese nationals, including corporations.Hill & Knowlton, Inc., Washington, D.C., registered May 14, 2010 for The Information Technology Industry Development Agency, ITDA,Giza, Egypt, (through Hill & Knowlton London), regarding providing public relations counsel and assistance to promote Egyptʼs information andcommunications technology industry and Egypt as an outsourcing location. NEW LOBBYING DISCLOSURE ACT FILINGSBelow is a list of select companies that have registered with the Secretary of the Senate, Office of Public Records, and the Clerk of theHouse of Representatives, Legislative Resource Center, Washington, D.C., in order to comply with the Lobbying Disclosure Act of 1995.For a complete list of filings, visit http://sopr.senate.gov.Barnes & Thornburg LLP, Washington, D.C., registered May 17, 2010 for ProtectingAmerica.Org, Washington, D.C., regarding lobbying theU.S. House of Representatives with regard to H.R. 1264, “Homeowners Defense Act.”Breaux Lott Leadership Group, Washington, D.C., registered May 13, 2010 for Goldman Sachs Group, Inc., Washington, D.C., regardingfinancial services regulatory reform issues and tax issues.K&L Gates LLP, Washington, D.C., registered May 17, 2010 for Motion Picture Association of America, Sherman Oaks, Calif., regardingissues and proceedings before the Commodity Futures Trading Commission.JUNE 2010 WWW.ODWYERPR.COM 37

PR Buyer’s GuideTo be featured in the monthly Buyer’s Guide,Contact John O’Dwyer, john@odwyerpr.comVIDEOMEDIA & SPEAKER TRAININGINTERACTIVE/MULTIMEDIANorth American Precis Syndicate, Inc.,Empire State Bldg., 350 Fifth Ave., 65th flr.,New York, NY 10118-0110. 212/867-9000.Dorothy York, Pres. www.napsinfo.com.freeproposal@napsnet.com.NAPS sends Nielsen encodedVideo Feature Releases (VFRs) invarious tape formats according toeditors’ specifications. We cover1,000+ TV stations. Each VFR getsplaced on 100 to 150 U.S. TV stationsand includes impressive colorusage reports.GUARANTEE: Complete satisfactionwith the results of each releaseor another one free.SOCIAL MEDIAImpact Communications, 8-C PutnamGreen, Greenwich, CT 06830-6037.203/532-0799. JRImpact@aol.com. JonRosen, President.BE PREPARED! Impact Communicationstrains your spokespeople tosuccessfully communicate critical messagesto your targeted audiences duringprint, television and radio news interviews.Your customized workshops areissue-driven and role-play based. Videotaping/critiquing.Groups/privately. Faceto-face/telephoneinterviews/news conferences.Private label seminars for publicrelations agencies. Make your nextnews interview your best by callingJon Rosen, Impact Communications,(203) 532-0799. Over 25 years of newsmedia/training expertise.SATELLITE MEDIA TOURSSynaptic Digital (formerly Medialink &The NewsMarket), 708 Third Ave.,New York, NY 10017; 800/843-0677.www.synapticdigital.com; learnmore@synapticdigital.com.Synaptic Digital delivers a diverserange of digital media solutions forcorporations, organizations andagencies globally, which help overcomechallenges, build brands, andboost business development.Our goal is to deliver on your businessand communication objectives.We are big thinkers with creative,strategic and technical know-how. Ourinteractive/multimedia services include:•Web Video•Global Distribution to Media viathenewsmarket.com•Interactive News Releases•Live Webcasts (Video & Audio)•MediaCenter (Branded DigitalNewsrooms)•Branded Video Players•Internet Media TourMAILING SERVICESBigVoice Unlimited, 20 West 23rd St., 3rd flr.,New York, NY 10010. 212/675-5740; fax212/206-8168. www.BigVoiceUnlimited.com;VLang@BigVoiceUnlimited.com. Victoria Lang.Born to champion brands withsmall voices. What kind of brandshave small voices? Brands in lowinterest categories; brands withsmaller marketing budgets than theircompetitors; brands who are not topof mind in their category. BigVoice =dynamic social media, marketing andadvertising made especially forbrands with small voices. We helpsmall voiced brands get noticed, consideredand talked about.MEDIA MONITORINGDow Jones & Co., 1211 Avenue of theAmericas, New York, NY 10036.800/369-0166. www.dowjones.com;diane.thieke @dowjones.com. DianeThieke, Marketing Director.Broadcast Direct Communications, Inc.,130 Shore Road, Suite 185, PortWashington, NY 11050. 516/570-2369.info@broadcastdirectpr.com. Irene Minett,Patricia Ruth Kresner.Broadcast Direct Communications,Inc. specializes in media relations for:•Satellite Media Tours•Radio Media Tours•In-Market Tours•The WebAs television, radio and webprofessionals, we offer media strategy,creative writing and pitching, strongmedia relationships and over 30years of experience in broadcastpublic relations.WEBSITE DEVELOPMENTAt Point, Inc., P.O. Box 361, Roseland, NJ07068. 973/324-0866 services@atpoint.com;www.atpoint.com. Mick Gyure.At Point services businesses, bothsmall and large, that do not have theexperience or resources in-house toperform these functions.LOG-ON Computer & Mailing Services,Inc. 520 8th Ave., New York, NY 10018.212/279-4567; fax: 212/279-4591.www. logon.orgMDS, the leading service provider tothe PR community, is now part of theLog-On familyWith over 95,000 sq ft of space Log-Onis the city’s largest and most technologicallyadvanced PR/Marketing direct mail,digital printer, packaging & distributionservice. We assist agencies, corporations,non-profits, large and small. Wemail, fax and e-mail news releases andpitch letters. We use your lists or oursmedia database. We assemble presskits, print marketing material and fulfillproduct requests. We reproduce CDs.And we maintain private lists. There’svery little we can’t do for you.WE DELIVER ON YOUR DIRECTMAILING & PRINTING NEEDS.38JUNE 2010 WWW.ODWYERPR.COM

PR JOBS - http://jobs.odwyerpr.comDIRECTOR OF COMMUNITY AFFAIRS AND PUBLIC RELATIONSPurpose - Lead and direct Rentech’s efforts in establishing and maintainingpositive and effective community relations. In addition, establish andmaintain effective media relations in support of broad corporate initiatives.Essential Duties1. Lead the engagement in civic organizations and other activities thatpromote community goodwill in support of Rentech projects2. Identify and develop strategies to combat potential opposition groupsduring permitting process for Rentech projects.3. Create collateral materials for distribution to target audiences andalso maintain materials on project web sites4. Promote and generate media placement of corporate and projectactivities5. Develop, pitch and plan publicity events with key partners6. Develop press releases and content for media kits and corporatewebsiteTap into the benefits ofO'Dwyer's job board!http://jobs.odwyerpr.comJOB SEEKERS:--Access the newest and freshest jobs.--Post an anonymous resume.--Create job alerts and never let a matching job opportunitypass you by. New jobs that match your search criteria will bee-mailed directly to you.--Create a job seeker account which will allow you to findjobs, manage your resume, and set up job alerts.Education - Bachelor’s degree is requiredExperience1. Minimum 5 years experience in either public relations and/or communityaffairs. Strong preference will be given to the candidate with both2. Strong project and event management experiences.3. Demonstrated track record of building and maintaining relationshipswith a broad spectrum of community organizations and media outlets4. Experience in successfully initiating and managing outreach activitiesand eventsSkills1. Exemplary written and verbal communication skills2. Strong interpersonal and relationship building skills3. Strong presentation skills using a variety of mediaContact Person: Richard Wesolowski, SVP of Human Resources,dwesolowski@rentk.com; www.rentechinc.com.PUBLIC RELATIONS COORDINATORJOB SUMMARYAssist with public relations efforts for Sephora FSC - New York (includingpromoting Sephora stores, store events, Sephora.com, SephoraCollection and all corporate initiatives). Support the Public Relationsteam in the execution of objectives to maximize press results. Help infacilitating and managing PR efforts and requests.POSITION RESPONSIBILITES•Facilitate and manage press materials for company-wide initiatives:-Daily Business Press Report-Quarterly trend report highlighting exclusive beauty stories-Monthy internal marketing newsletter-Bi-weekly trend reports-Press releases, media alerts and eblasts•Attend weekly meetings/presentations for internal and brand marketing•Assist with fielding philanthropy requests•Assist in screening, on boarding and managing PR Internships•Communicate PR updates to the appropriate internal and externalparties (as needed)EMPLOYERS/RECRUITERS:--Check out our resumes and only pay for the ones thatinterest you.--Post a job and reach the most qualified candidates.--Create an employer account and quickly post jobopenings and manage your online recruiting efforts.QUALIFICATIONS•2 years public relations experience - either in-house or agency; beautyexperience is preferred•University degree•Strong verbal and written communication skills•Strong organizational skills•Self-starter, action-oriented, resourceful•Ability to travel as required•Second language of French or Spanish is preferredContact: Blakeley Vaughn, blakeley.vaughn@sephora.comJUNE 2010 WWW.ODWYERPR.COM 39