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ICM Crisis News Annual Report Available

My colleague Larry Smith, President of the Institute of Crisis Management, has released his latest annual report on crisis news for the year ending 2007.

Not surprising the report notes the sub-prime debacle as one of the most far reaching crises of 2007. Overall business crises were down slightly in 2007, compared to 2005, yet still up considerably from the low crisis year of 2004.

ICM has been tracking 16 broad crises categories since 1990. These categories include catastrophes, environmental, class action lawsuits, consumerism actions, defects nd recalls, discrimination, executive dismissal, financial damage, hostile takeovers, labor disputes, mismanagement, sexual harassment, whistle blowers, white-collar crime, work place violence and casualty accidents.

You can read the report at www.crisisexperts.com

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Set Fees Based in Value, Not Time Spent

Consider establishing fees based on value of the services you will provide and not on the time you spend on the project. Clients will judge the wisdom of your services based on their own agenda. They want to know if your services will help solve a problem, or if using your services will benefit them equal to or more than the cost of your services. Your fees must reflect value to the client.

You must be willing to estimate the total time needed to get the job done when you are quoting fee on a time and materials basis. Just telling the client you charge $200 an hour plus expenses is not always sufficient. Howard Shenson recommends you let the client know the number of hours you will take to produce the desired results. To properly estimate requires careful analysis and attention to details, says the late Shenson, the consultant’s consultant.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Starbucks is Getting Serious Again About Customer Service

February 16, 2008 ldarrylarmstrong Leave a comment

Starbucks nationwide to close for emergency re-training Feb. 26

Sarah Gilbert hits the mark with her latest post. The issue of customer service is at the forefront of one of the nation’s biggest coffee bars. For a company that has been praised by Joseph A. Michelli in is book The Starkbucks Experience: 5 Principles for Turning Ordinary into Extraordinary the company is now hurting from its failure to follow-through and ensure exemplary training of all its employees. Two weeks ago I had my first unacceptable customer experience at a Starbucks near Tullahoma, Tenn. Sure enough the youngsters there were more interested in listening to their music than fixing a decent espresso. In fact, it was the worst cup of coffee I had had in a long time! Maybe the Feb. 26 shutdown for re-training will turn the company around. If not, like so many companies we may have to give them our “Stinking Fish Award” and that would truly be sad for a company we once thought set the standards for exceptional customer service.

Posted Feb 13th 2008 7:46PM by Sarah Gilbert
Filed under: Starbucks (SBUX), Employees

I know I’m not the only one who’s complained that Starbucks baristas don’t know how to make a decent latte any more. Far from its roots as the reliable place to get coffee made exactly right, the chain has lately become famous for its automatic machines and the hit-or-miss quality of its products.

Howard Schultz is here to change all that: by shutting down Every Last Storenationwide for three hours on Tuesday, February 26. Starting at 5:30 p.m., baristas in the coffee giant’s 7,100 stores will learn how to do things better. They’ll learn how to make a perfect shot, how to steam milk, and (if we have anything to say about it) how not to burn coffee, and how to wipe the milk steamer before switching from dairy to soy milk. (Vegans everywhere will say thank you.)

While it’s doubtful that three hours of training will reverse years of gathering mediocrity, it’s certainly a symbol of a company that cares about quality. If Howard is serious about this change stuff (and it’s obvious that he is), he’ll consider switching back to manual latte machines, at least in some stores located in serious coffee markets (like certain neighborhoods in Seattle, Portland and San Francisco). Speed and convenience is no price to pay for really good coffee. Some customers will agree; others will probably mutter swearwords under their breath as they pull up to their local Starbucks only to find it Closed For Training in a couple of weeks. Which customer are you?

8 Steps to Finding and Hiring the Right Employees

Here is what you must do to find the right fit between you and the employee.

First, look and interview for “attitude,” which is reflected in personal attributes not innate personality traits such as being an extrovert.

Second, look for and interview for people who are passionate about their work and wanting to work with you. They should be passionate about wanting to work with their fellow employees as well to ensure that the entire team is providing memorable customer service.

Third, interview for employees that are versatile. I realize that some jobs require certifications or licenses yet you also can find employees who are accredited that are also able to adapt and work with job descriptions that go beyond the black and white words on the paper. In other words when interviewing pose problems, issues and questions that focus the interviewee and get the person being interviewed to explain what they would do above and beyond the call of duty, or above and beyond their written job description.

Fourth, please share your company’s vision at the outset of the interview. If you envision that your company will become the most desirable place for employees and clients to engage then make that very clear to your potential employee. If you don’t have a vision for your company’s future then it is time to sit down and develop one.

At ARMSTRONG and Associates our vision is to ensure that every client gets more than they expected from us and that they will be so pleased they will refer us to their associates. We will be seen as the resource for the best and most effective counsel at a fair and reasonable cost.

Your vision should project what you want your company to be within ten years and carefully articulate what you want to see your company to become known for.

Engage with the interviewees in a dialogue about your vision of the company and ask them how they will contribute to making this vision a reality.

Realistically candidates won’t tell you upfront if they don’t like your organization, however, when you engage in this discussion you will find out pretty quickly through nonverbals and verbals whether or not they want to join your company and make your vision a reality.

Fifth, listen to what they say and listen carefully to what your “gut” tells you about the person. When your gut tells you the person is not truly “buying into your vision” then move on to the next interviewee.

Just remember a candidate may have all sorts of degrees, training, experience and certifications or licenses but if they are resistant or hold back enthusiasm for the vision of your company move on to the next interviewee.

Sixth, it is wise to interview people in the real world. Although I have taken people into a quiet office to interview them, some of the best interviews took place when the business was going on all around us. This allows you to see how the candidate will react to being in the work environment. Take them to where they will do their work and immerse them and you in the interview process at that location and see and listen to how they handle the environment. Look carefully for nonverbal cues from the interviewee while under such stress.

Seventh, group interviews are also useful because if this person is going to work with other people they should be exposed to them right upfront. If the group as a whole has the chance to assess the person you will get even more valuable feedback to make your decision.

Bring different people from different parts of the organization into the group interview. When the interview is completed sit with these people and debrief about what they saw, heard or felt about the person and how they would feel about working with them daily.

Finally, exceptional companies these days revolve around the delivery of extraordinary and memorable customer or client service, simply if candidates aren’t relaxed and don’t smile during the interview process we would not hire them.

Following these few simple steps will help ensure that you are hiring the right people to fit into your culture. Take your time, don’t be rushed or pushed into hiring anyone, and if you are working with a staffing agency don’t turn over the entire process to them following the above guidelines even when working with staffing agencies is a wise and prudent business decision.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Glenn Beck’s Hospital Video Should Put Every Hospital On Alert

Could it have come at a worse time?

Both political parties want to muck around in the business of health care. Every candidate has the solution and frankly no hospital or medical provider right now wants to be above the radar and yet conservative radio talk show host Glenn’s Beck’s butt surgery made You Tube and the national press and all the media, bloggers and pundits are having a field day with it.

This incident highlights the very reason every organization must have a crisis management plan in place and have the necessary training and resources to implement it.

Young and inexperienced staff need to be trained and practiced and seasoned veterans need to be practiced and reminded of the principles of crisis management.

In case you haven’t yet read it you can read the fall-out from this entire Associated Press story at this link in USA Today -http://www.usatoday.com/life/television/news/2008-01-14-glenn-beck_N.htm?csp=34

If you have not seen his video where he details this experience I recommend you do so immediately! You can find it here: www.youtube.com/watch?v=bX1rLv_hNeI 

Or, simply go to www.youtube.com and search for Glenn Beck Hospital experience.

Then review your crisis communications plans against our FREE crisis communications planning guidelines available at our web site www.armstrongandassociates.org

Time is of essence and we don’t won’t our clients and associates to be caught off guard.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Put a Client’s Fears to Rest Before Beginning Work on the Project

Be sure to identify the fears that prospective clients have about working with you. It takes some effort, but they will be reluctant to use your services until you have:

  1. Identified their fears
  2. Discussed their fears with them
  3. Laid their fears to rest

For example, one of the greatest fears that a client can have is do you have the ability to produce the desired results on a timely basis?

Always provide the client with a schedule that identifies with precision, when the various elements of your work will be completed. The schedule may change once work is underway, yet it serves as a reassurance to your client that you have concern for their most important priority — timely completion of the project.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Let Clients Know You Will Make Them Self-Sufficient

The late great Howard Shenson was a mentor of mine and a great consultant who helped many of us develop and grow our businesses. He was always quick to point out that a truly good consultant worked diligently to ensure that their clients would become self-sufficient.

People are often reluctant to become your client or to refer business to you if they perceive that the engagement could be long-term and expensive. You can increase the potential to get their business by taking the time to communicate clearly and articulately to them that your operating philosophy is to train them to be self-sufficient.

Your clients, and your potential clients, need to know that the process you will engage with them is one that will help make them self-reliant and that will free from the the need to obtain desired results by continued involvement with outside consultants.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Part Two of Two – Generational Marketing – Do you serve ALL your customers? — The Baby Boomers, Generations X and Y

October 16, 2007 ldarrylarmstrong 3 comments

BABY BOOMERS: 1943-1960

Baby Boomers are ages 38 to 55. The first Baby Boomer in fact applied for their social security yesterday on line and like so many of us doubts they will ever see a payout. They have an idealistic personality and tend to be dreamers. They are the country’s most nurtured generation. They had stay-at-home mothers who tended to their every need.The generation was born after World War II, when the population exploded. As Boomers aged, job markets grew increasingly crowded. Never before had so many people been competing for the same jobs at the same time.

Boomers’ are nicknamed “The Me Generation” because it partially reflects their early, nurtured status and partially the fact that they were forced to focus on their own needs in order sustain themselves in an overly competitive environment, Ann Fishman says.

This generation had to ask themselves: “How can I be different?” and “What must I do to separate myself from the pack?”

Boomer personalities include Hillary Clinton, Oprah Winfrey and Spike Lee.

Thanks to their nurtured, protected childhoods, Boomers have an overwhelming sense of entitlement. They have been taught that they can and should have it all. They are also better educated than any generation before them.

Marketers can appeal to Boomers’ sense of entitlement with campaigns that reinforce “You deserve it” ideas and themes. Essentially, Baby Boomers want the answers to two questions from marketers: What’s in it for me? and How do you see me?Boomers’ purchasing habits are values-driven.

Example: Saturn automobiles captured this in its commercial spots that discuss the company’s values and the good folks in the Tennessee town who make the Saturn car.  

Boomers also respond to nostalgia. 

Example: Mercedes Benz made an effective appeal to Boomers with a commercial built around the Janis Joplin song, “Mercedes Benz.

This generation is busy. They are juggling kids, parents, jobs and spouses, so anything that will help make their lives easier or more convenient will appeal to them. Yet as you know, this generation also gets a lot of mail. In fact, they probably get the most direct mail of any generation ever. They don’t have time to read lengthy, misdirected marketing efforts. If you don’t capture their attention within seconds, you’re going to lose them.

GENERATION X: 1961-1981

Gen Xers are age 17 to 37 and have a reactive personality type. They are most widely known for rejecting the status quo to create something new, and are also our most misunderstood generation.

They include such personalities as Eddie Murphy, Brooke Shields, Leonardo DiCaprio, Michael J. Fox, Whitney Houston and Tiger Woods.

Historians have nicknamed this “The Street-Savvy Generation” because they’ve endured divorce, one-parent families, step families, working parents, latch-key lives, violence on television, violence in the streets, and a breaking down of traditional values and sources of comfort.

They’ve grown up in a world in which sex can kill you and in which government entitlement programs for older generations will make their taxes go sky-high.Yet this is also the most surprising generation, because they are creating their own generational patterns. They don’t want to work the long hours set by their predecessors, because they want to spend time with their family and friends.

They’ll accept a lower salary if it means taking a job that fits their interests. They want to succeed because they are doing what they love.

Gen Xers are doing this not just for the sake of rejecting tradition, but because they believe that the older generations have made a mess of things.So what does this generation want from you? They want pared-down lives that work. They want real-life fundamentals. They long for a sense of belonging and family, because they have been unfairly short-changed in this area.

The best metaphor for this generation is derived from one of the toys that they cherished: the Teenage Mutant Ninja Turtles. The tale behind these turtles starts when people, who did not have time to care for a group of baby turtles, flushed them down the toilet. The turtles grew up in the sewer system, where they lived on a diet of nuclear waste and junk food, and not only survived but became stronger. Gen Xers identify with these turtles.

The ramifications of generational differences really become clear when you imagine the difference between communicating with a person (The GI Generation), who as a child identified with Superman  — able to leap tall buildings in a single bound — and a person who relates to the Teenage Mutant Ninja Turtles!Generation X is also a multicultural generation, which is key to understanding them.

Once again, Saturn provides a great example of how to use what you know about a generation to reach them.

For example, one Saturn commercial features Jenny, a white Xer who comes to pick up the keys to her first new car. An African-American salesman gives her the keys, congratulates her and brings over the sales staff, who also applaud and congratulate her.

In an earlier era, a family would have been depicted gathering around Jenny to celebrate this occasion. Here, the Saturn company and its employees act as a substitute.

Have you ever wondered why Xers date in groups? Why friends are so important to them?

Friends have become the support system that family wasn’t quite able to be. Think about the popular television shows that feature Xers. The program “Friends” is just one example of how this generation has substituted friends where family has failed.In other words, if you want to market to Generation X, treat them like family. Yet, you’d better make sure that your approach is honest and straightforward, and that your product or service is sound.

Gen Xers are the savviest generation of shoppers.

This group began shopping at a young age, to help out working parents. They want value and quality for their money. Malls were, and still are, a central part of their social lives, but they also shop off the Internet and over television. Marketers who try to use traditional tactics or tricks with this group will fail. Xers see through all such attempts, and are repelled by hype and phoniness. If you burn them once, they’ll walk away-and it will be a long time before they’ll consider coming back.

They want practical information about what your product can do for them. Will it improve their lives? Will it give them quality and value? Xers hunt for quality investments. They read the small print.

Having been raised with a lot of stress, Gen Xers also respond to genuine initiatives that help them reduce anxiety and retain peace of mind. Guarantees and easy cancellation policies should be staples for publishers targeting this group.At the same time, this generation craves new experiences, which help them create their self-image. They’ve always looked past traditional limits to seek out the new.

This is the generation that went beyond bungee jumping, to extreme sports. That’s why J. Peterman offers Xers a new twist in the form of stories that accompany each of its products. Xers say that they love this catalog because it gives them a new shopping experience.This cataloger, and other companies that are successful in marketing to Gen Xers, also recognize that these people, who grew up in front of the television, need visual stimulation and expect great visuals.

They appreciate the work that goes into exciting Web sites and printed materials. Smart marketers have Gen X employees critique their Web sites, direct mail and other promotional vehicles, and follow through on their feedback.

GENERATION Y: 1982-PRESENT

Like their GI Generation forbears, members of the newest generation, age 16 and under, are characterized by a civic personality orientation and a “can-do” attitude.

The major differences are that they tend to view the world more positively, and growing up in a globally connected world has molded their behavior.

This “Millennial Generation” is accustomed to receiving the same messages across many media. They talk across oceans and cultures through the Internet and email. They converge in “chat rooms,” in addition to malls.

If this generation likes your product, people around the world will know it. What’s hot in Beverly Hills today will be hot in Buenos Aires tomorrow.

This group loves fashion and dressing up. Rejecting the Generation X “grunge” look, they have gone to the opposite extreme. As Barron’s recently noted, “Generation Y girls have had it up to their carefully plucked eyebrows with flannel shirts and grubby jeans.”

Members of Gen Y also have the money to demonstrate their fashion sense. In fact, they have more financial power than any previous young generation. According to Women’s Wear Daily, their number-one choice for spending their discretionary income is clothing. For these reasons, it’s a big mistake for marketers to assume that they can use the same approaches with Gen Y as they do with Gen X.

For example members of Gen Y are attracted to publications and other products that have an image of being cool and cutting-edge.

Influenced by their brand-conscious Boomer parents, they are attracted to brands at an earlier age.

For example, they seek out teen fashion catalogs such as Dellia’s and Zoe and also favor clothing by Wet Seal, Abercrombie and Fitch and Old Navy.

UNDERSTANDING THE DIFFERENCES

I hope that these insights and examples have driven home the very real and very significant differences among the various generations to whom we are marketing today. While these differences certainly make marketing challenging, the marketer who understands them and creates tailored, coherent strategies for each group will thrive in the years ahead.

Until next time.Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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Part One of Two: Generational Marketing – Do you serve ALL your customers?

 The GI and Silent Generations – Part One

Consider this situation – your management team is made up of “Baby Boomers”. Your staff is made up of “Generation X and Y” and your current customer base consists of “Seasoned Citizens” and the “War Generation”.

How are you going to communicate effectively to all these various generations? How can you motivate them? How do you advertise your products and services? How will you grow your business? How do you decide which generation to market to?

Understanding your customer today, and the generations that make up your staffs and management is important on a “macro” level. As well as the specific marketing segments you must motivate in order to be successful.

GENERATIONAL MINDSETS

In a marketplace that’s evolving from product-driven to customer-driven, understanding the fundamental needs, values, icons and historical experiences of the various generations to whom we hope to market is more critical than ever. Generational mindsets and feelings are major factors in determining what and how consumers buy, and in developing an effective marketing strategy, according to Ann Fishman writing in Circulation Management, July 1998.

“We are each members of our own generations, and our world views are colored by our own experiences, we have to work at understanding the feelings and behaviors of those from other age groups to effectively communicate and market to them.” Fishman says.

Each generation is molded by the world events that occur during its formative years. For example, if you lived through the Great Depression, you carry some mark of that experience. You save; you may be thrifty. If you lived through the Vietnam War, it almost certainly affected your view of authority. These distinct historical experiences create characteristics that stay with people throughout the rest of their lives.

Currently we have five generations that coexist in our country today, along with their personality types, as defined by historians Neil Howe and William Strauss.

THE GI GENERATION: 1901-1924

The GI Generation consists of people between the ages of 74 and 97. Researchers call them a civic personality type: They are concerned with others and have a sense of “rendezvous with destiny”. They survived the Great Depression and World War II and made our country the most powerful in the world. They put the first man on the moon. They are the “Can-Do Generation” and include such notables as John F. Kennedy, Walter Cronkite, Katherine Hepburn, John Wayne, and Ann Landers. They identify with and believe in Superman as an icon – able to do whatever needs to be done.

Accenting the positive is critical in marketing to them. They may not be as hardy as they used to be, but they want to be offered upbeat experiences. They are positive and active, and do not dwell on negatives. This is a generation that had to postpone personal gratification because of social upheavals. They learned that the good life had to be earned. Today, they feel that their time for reward has come. Example: “You’ve earned the right to …”

Vicki Thomas, creator of the “Dancin’ Grannies” video, which has sold over one million copies, says, “They are interested in looking good and feeling confident.”

At this stage in their lives, GIs are still generous with their children and grandchildren, but they’re also finally ready to spend more on themselves. However, their style of spending is cautious. They are willing to spend money to enjoy life, but they’re too disciplined to spend frivolously. They have the funds for a full retirement and they plan to spend it, but wisely and responsibly. Example: They will come early for the “Early Bird Specials” in  nice restaurants when offered and will often become regulars.

One strategy in communicating with this generation is to make a strong appeal to their conviction that they have earned a full retirement and that they are still young enough to enjoy it.

It’s also wise to base your direct marketing campaign on old-fashioned American values. Members of this generation do not live in the past, yet they do respect old ways and values. Older, more established brands give them a sense of security. This is also the generation that built today’s institutions, they prefer doing business with an established institution. Therefore, if your company has history, it’s smart to emphasize this in your marketing. Example: “In business since 1975 or with more than 25-years experience we offer …”

They are also realistic about their limitations, although they don’t want to be patronized, or treated as “old people”. It’s okay to enlarge the type subtly on your direct mail piece to accommodate their eyesight, just don’t overdo it. If you create a special piece with really large letters, you’ll offend them-not only by stressing their infirmities, but because people in this age group don’t like to be segregated or singled out. This generation overcame obstacles together, and they like being part of a team. With this group, you must take particular care to ensure that your copywriting is grammatical and that your arguments are sound. This is our most literate generation. They are willing to read longer letters to find out about your product, and they won’t throw your mail away-if it meets their standards. Direct mail is also important to many older people because they may be isolated by transportation difficulties.

Finally, be sure to offer polite, considerate customer service. The GI Generation expects it. They don’t want a salesperson; they want a friend in the business. Be that friend.

THE SILENT GENERATION: 1925-1942

People aged 56 to 73 have an adaptive personality type. They excel in the role of helpmate. This generation has never produced a president, but has produced almost every civil rights leader, as well as the leaders of the women’s movement. They were trapped between the powerful leadership of the GIs and the forceful numbers of the Baby Boomers, so they developed skills to help others, Fishman says. They became mediators, commentators and problem solvers. They include such people as Dr. Martin Luther King Jr., Bobby Kennedy, Sandra Day O’Connor, Phil Donahue and Rosalind Carter.

There is a tendency among marketing agencies to lump the Silent Generation in with the GIs. This is a mistake. They did grow up in the shadow of the Great Depression and WW II, and they do share some of the same characteristics. Yet, unlike the GIs, they are much better mediators than decision-makers. Their defining war was the Korean Conflict. In times of peace, they fought for equality so that all people might succeed.

There’s certain guilt in this generation because they know that they never had it as hard as their parents did and that their children will never have it as easy as they did.

Your Silent Generation customers are savvy travelers, loving grandparents, budding entrepreneurs, affluent retirees and life-long learners.

From a financial standpoint, this generation is very stable and upwardly mobile and holds most of this country’s wealth - and they do spend it. According to the Bureau of Statistic’s 2004 consumer survey, women aged 55 to 64 spend the most, per capita, of any age group on clothes: 56 percent more than the average household. They rank second in per-capita spending for transportation and entertainment. Those who are 65 to 74 spend more per capita than those age 25 to 44 on most major categories of goods and services, including food, housing and transportation.

“Although Silents are generally conservative, they are in a life stage in which they will also splurge on a big-ticket item. They will buy that titanium golf club, take a Caribbean vacation, or buy a luxury car,” Fishman says.

Medical science has given the Silent Generation a longer life span, yet they are not going to be elderly longer. Science has created something new: a second middle age. These are vital, active people who are redefining the aging process. Women in this generation, in particular, are pioneering the way that aging people look. They have their teeth whitened, they have plastic surgery and liposuction, they dye their hair, take hormones and exercise.

If you want to get into the hearts and minds of the Silent Generation, you have to market to them as people who are in the prime of their lives. For example, a subscription offer to them that highlights a senior discount will be discarded, because these people don’t see themselves as seniors and yet you may want to market to them as “mature and seasoned citizens.”

A strategy that does appeal to the Silents is Revlon’s choice of Melanie Griffith to represent “Age-Defying Makeup”. However, it’s generally best to avoid the use of the word “age” and instead refer to “life stages”.

Silents respect the opinions of others particularly experts because they had heroes to look up to when they were growing up, such as Truman and Eisenhower. Therefore, testimonials and expert endorsements also tend to work with this group. Example: Wilford Brimley advertising help for diabetes … or Robert Vaughn advertising legal services.

They like to help other people. Their generosity tends to be directed toward their grandchildren.

According to George Mochis, director for the Center of Mature Studies at Georgia State University, “Today’s grandparents are much more involved with their grandchildren, mainly due to the high number of single, working and divorced parents.”

As grandparents, they spend more per capita than people aged 25 to 44 on pets, toys and playground equipment. Clearly, there’s a substantial opportunity for marketers to target grandparents on behalf of children’s products.

Part Two: Baby Boomers and Beyond

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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A Mutli-part Series: Part 2 – An Assessment of Larry G. Hincker, University of Virginia’s Chief Spokesperson’s Performance

September 7, 2007 ldarrylarmstrong Leave a comment

I suspect that when Larry G. Hincker joined Virginia Tech in 1989 he never conceived of the possibility that he would one day be the spokesperson for the deadliest campus shooting in the history of the United States.

Yet, as many professionals have had to do over the years, Hincker stepped to the plate in April 2007 and carried a heavy burden.

More than 400 media worldwide descended on that campus and students, faculty, staff, alumni and families had to be dealt with as efficiently and effectively as possible under the most trying of circumstances.

Hincker, associate vice president of the Office of University Relations, did a number of things well and some things could have been done better.

This column looks at both sides of the assessment and makes some observations.

You must know your audiences

We assess Hincker did a better than average job at understanding all his audiences.

Seemingly, Hincker assessed his target audiences as the students, the faculty, staff, parents, alumni, and his neighbors the people in the region. Although at times apparently working through shock and not really knowing what all he had to do, he did for the most part still understand the need to get accurate information to these audiences and worked toward informing them as best he could.

The program at Va. Tech functioned better than average probably because of the different mediums available to them to communicate to the targeted audiences. The university used e-mail, surface mail, their publications and their web site most effectively.

The web site http://www.vt.edu/ provided a 24/7 immediate way for anyone to connect to the university during the crisis.

Planning provided foundation

The Va. Tech pre-planning for a crisis saved lots of time and allowed for an effective implementation. The plan appeared to have been resilient and Hincker notes that the       ” the simpler the plan the better” speaking to reporter Dr. Frances Ward-Johnson APR in PRSA The Strategist  (Summer 2007).

However, Hincker is quick to note that a plan is essential. It is obvious that no organization could possibly be prepared to handle the extensive media attention that Va. Tech had during this time without a plan.

The old adage “expect the unexpected always” served the university well.

Va. Tech’s plan provided the framework for decision making, for example, although they had planned for a media center in the event of a crisis the center was not sufficient in size to handle the 400 plus journalists and their equipment.

However, the plan forced them to consider alternatives and make decisions to handle the situation expeditiously.

Media sensationalism

You and your senior management must be prepared for the media sensationalism that will always occur.

Although Virginia Tech had its share of sensational media coverage, which is to be expected in any situation such as this, overall the media seemed to work well with the university and assisted in some cases I believe in getting their messages out quickly.  

When the media is willing to assist your senior management in setting up and doing press conferences then you have a major advantage.

Our observations

As a crisis communications’ consultant, here are some observations we have:

  • Hincker did a commendable job under very difficult circumstances and although he may have deviated from some of the standard approaches to crisis communications at times overall we would give him a solid “B” for his performance.
  • Daily organization of information and keeping up-to-date during such a crisis is a major challenge for the spokesperson under any circumstances. The relationships the spokesperson has with the crisis managers is critical and those relationships must be established prior to the crisis.
  • Hincker brought in experts when available and needed. He knew the extent of his expertise and did not speculate or pontificate to any degree we can assess.
  • He understood that journalists, students, families, faculty and staff were as shocked as he and all the others at Va. Tech were at the carnage and situation. His empathy with these folks, and especially the journalists’ job and their coverage, helped establish needed rapport.
  • Hincker understood the need to establish boundaries for the media. His posting of signs to “please respect their grieving process and to not go beyond these doors” was the right thing to do. For the most part the media respected it.
  • Va. Tech’s use of their web site and the tie Hincker had with that staff to keep information updated was well executed because they used a “light site” based on previous experiences with crisis’s on campus.
  • Va. Tech was behind the curve on getting their text messaging system in place. Although they had a new system that would have effectively used text messaging it was not yet on line when this crisis occurred.
  • Hincker knew intuitively when to end the crisis and the ensuing press conferences and did so appropriately. The media agreed with his assessment.
  • Hincker understood the need to accommodate the media. He provided them places to sleep in the media center and food and coffee.
  • The university understood the importance of accepting pro bono assistance from the services of a local public relations firm.
  • Finally, Hincker is very clear that he will not allow his university to be defined by this singular horrific event. He is now turning his attention to repositioning the image of the university back to the important aspects of Virginia Tech.

Larry Hincker’s professionalism and performance was exceptional under the most horrific and trying of circumstances. We commend him and are honored to have him as a member of our profession.

Until next time.

Dr. Darryl

L. Darryl Armstrong

ARMSTRONG and Associates

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