Communications as Ikor

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요즘 저는 개인적으로 한 클라이언트를 위해 이슈 매니지먼트를 열심히 공부하고 있습니다. 여러가지 재미있고 의미 있는 사례들이 가득하더군요. 오늘은 그중에서 여러분들 특히 여성 홍보인 여러분들이 사랑하시는 던킨 도너츠”사에 대한 사례가 되겠습니다. 이케이스는 Hill & Knowlton이 이쁘게” 디자인 한 프로젝트로 제 개인적으로 아주 자랑스럽게 생각하는 바 입니다.(이것도 홍보?)

 

기업이나 행정을 펼치다 보면 많은 이해 관계가 얽히는 상황이 예측 되거나, 실제로 얽혀서 소란스러운 경우들이 생기곤 합니다. 큰아들을 먹이려니 작은 아들이 울고, 작은 녀석을 먹이려니 큰 녀석이 우는 꼴이 생기죠.

둘다 굶겨 버리면 좋겠지만, 엄마의 마음이 있듯이 기업이나 행정주체의 계획이나 비젼이 있어서 그 고민의 순간은 길어집니다.

 

어떻게 소위 말하는 Win-Win 전략이 나올수 있겠는가. 두 아들을 다 배부르게 할수 있는 방법은 없을까. 이런 고민을 하고 해결하려고 노력하는게 이슈 매니지먼트 입니다.

 

이슈 매니지먼트의 핵심이라고 한다면

1. 최초 기업 자신의 확실한 이슈상의 포지셔닝을 잘 해야 합니다.

2. 상대 이해 집단을 최대한 포용할수 있는 관대한 프로그램이 수행되어 효과를 거두어야 합니다.

3. 그밖에 강성인 반대 부류는 차후 강력한 포지셔닝의 확인으로 무력화 시켜야 합니다.

4. 중립적 입장에 있는 일반 이해집단(수적인 우세 집단)으로 부터 the third Endorsement를 받아야 합니다.

 

모든 기업상의 전략이 마찬가지지만 확실한 대의명분(즉 비젼)이 서야 합니다.

아래의 던킨 같은 경우에는 Smoke-free / Clean Air라는 사회 이슈상의 비젼이 최초부터 확실했고 그에 따라 일관된 프로그램이 잘 진행됬기 때문에 성공할수 있었습니다. 여러가지 프로모션 프로그램들로 불만세력화 될수 있는 흡연고객을 유인/설득했고, 그 밖에 예상되는 강성 흡연자 부류는 던킨이 헌신적으로 추구하는 비젼에 대한 사회적 인증을 받아 무력화 시키려고 노력했습니다. 진정한 이슈를 잘 경영한 사례이지요.

 

행정홍보도 마찬가지일 겁니다. 이해집단을 무력화 시키는데만 집중하는것이 아니라 당근과 채찍을 함께 전시하는 묘미가 필요할거라는 생각이 듭니다. 또한 프로그램의 실행에 있어서도 좀더 재미있고, 고객(국민)에게 어필 가능한 예쁜 프로그램을 실행해보아도 좋을 것입니다. 틀에 밖힌 행정홍보가 아니라, 눈에 띄는 프로그램이 치밀한 전략속에서 이루어 진다면 국민들이 행정 프로그램들을 더욱 사랑할수 있지 않을까 생각해봅니다.

 

아무튼, 아래의 맛난 던킨 도너츠를 잘 즐겨보시기 바랍니다.

 

그럼 저는 배가 불러서 이만…… “홍보!”

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DUNKIN’ DONUTS NEW SMOKE FREE POLICY 

 

Organizations: Dunkin’ Donuts

Agency: Hill & Knowlton

 

Based on a strong urging on the part of customers and franchisees, the Dunkin’ Donuts corporation decided to implement a mandatory smoke-free policy for its nearly 3,000 shops nationwide. The policy was unanimously approved by the Dunkin’ Donuts Franchisees Advisory Council on January 18, 1995.

 

Dunkin’ Donuts was faced with the challenge of successfully converting ail of its U.S. shops to non-smoking environments without alienating their loyal, smoking customer base (22%), while attracting new customers who indicated that they would visit Dunkin’ Donuts more frequently if smoking was prohibited. Although Dunkin’ Donuts research indicated that many customers favored smoke-free shops, there was a concern that smokers’ rights groups, resentful franchisees or adverse news reporting could easily sour what the company viewed as a positive initiative.

 

The following research led Hill & Knowlton to its recommendations:

· Many of Dunkin’ Donuts’ competitors had already banned in-shoe smoking, including Starbuck Krispy Kreme, Coffee Connection and Au Bon Pain.

· At the time of the mandatory conversion, more than 60 percent of the company’s shops had voluntarily implemented a smoke-free policy. Of those 60 percent, many shops enjoyed sales increases, none suffered a materials sales decline, and few shops experienced even a minor sales decline.

· Smokers’ rights groups and tobacco lobbyists have a history of picketing and sometimes violence against companies banning smoking, especially in heavy smoking markets.

· Company research showed that a significant number of patrons said they would visit Dunkin’ Donuts shops more often if the environment was cleaner and smoking was prohibited.

 

OBJECTIVES

 

Educate franchisees and shop employees about the new smoke-free policy and procedures, and provide a

contingency plan to deal with any backlash from smokers’ rights or tobacco lobbyist groups.

 

Generate consumer awareness through favorable media exposure for the system-wide smoke-free policy

 

Encourage lapsed customers to visit smoke-free shops and provide incentives for smoking customer base to continue their patronage

 

AUDIENCES

 

· Dunkin’ Donuts franchisees and shop employees

· Business and lifestyle media

· Dunkin’ Donuts current and lapsed customers

· Smokers’ rights groups

 

CREATIVE STRATEGY

 

The first step in converting Dunkin’ Donuts shops to smoke-free environments was to clearly communicate the new policy and its parameters to franchisees and shop employees throughout the network. Hill & Knowlton worked with the Dunkin’ Donuts corporation to develop a smoke-free conversion kit which included a letter to customers from Dunkin’ Donuts president, Jack Shafer; a “Q & A” brochure for franchisees; an order form for in-shop point-of-purchase materials (such as banners, posters and window decals); franchisee testimonials on the bottom-line benefits of a smoke-free shop; and a contingency plan on how to handle a pro-smoking group demonstration and related media inquiries.

 

Following the franchisee and employee outreach, Hill & Knowlton prepared a two-phased media relations plan to capitalize on both the policy announcement in February 1995, and the implementation date on June 1, 1995. The first publicity effort in February involved widespread media relations activities announcing the new corporate policy to business, health, food and lifestyle writers and reporters nationwide, and arranging interviews for a Dunkin’ Donuts spokesperson. Since Dunkin” Donuts shops were known by many people as a place for customers to enjoy a cup of coffee, a donut and a cigarette, the news value of the no smoking policy would be high. Accordingly, a straightforward media outreach program was implemented.

 

Capitalizing on the momentum gained by the exceptional print and broadcast coverage generated as a result of the February announcement, Hill & Knowlton implemented ‘phase two of the media relations plan and in-shop promotions to generate awareness for the June 1 policy implementation. Each market was offered a menu of in promotions to supplement a localized media relations plan. Promotions were developed to both acknowledge the existing base of smoking customers, and encourage non-smokers to visit shops more frequently. Optional promotions included:

· Flash Your Pack for Donuts’ promotion where smoking customers received a free 10-ounce cup of coffee or

· a donut for flashing their pack to a shop employee, but not smoking in the shop to respect the new policy. This promotion was encouraged in markets where research showed the customer base consisted of heavy smokers (such as Philadelphia)

· I Love to Smell the Coffees promotion where any customer who entered a shop and declared, “I love to smell the coffee” received a free 10-ounce cup of coffee.

· Tie-ins with local firefighters in recognition of their efforts to keep their communities smoke-free. Donations were made to local fire departments, and in turn, the money was used to purchase much-needed smoke detectors for community buildings.

· Charity affiliations with high-profile, non-profit organizations that closely matched the program’s clean air and smoke-free messages. For example, in New York, we established a relationship between Dunkin’ Donuts and the Fresh Air Fund.

 

To generate additional goodwill and support of the policy, Hill & Knowlton aligned Dunkin’ Donuts with an influential anti-smoking organization, The American Cancer Society, to endorse the initiative. Quotations hailing the new policy were provided by The American Cancer Society and included in all news releases, both national and regional. The local chapters of the American Cancer Society provided shop managers with letters of support and encouragement.

 

RESULTS

 

The smoke-free conversion process went very smoothly, with virtually 100% compliance by shops across the country. Media coverage of the policy announcement, implementation, and various promotional initiatives was extensive.

 

The March 10, 1995 issue of Entertainment Weekly reported that the #1 topic Americans were talking about that week was the Dunkin’ Donuts’ smoke-free policy. Print radio and television widely reported on the company’s decision to convert to smoke-free, resulting in more than 90 million impressions. The smoke-free policy was reported by major, national broadcast programs such as NBC-TV’s “Nightly News,” “The Tonight Show with Jay Leno several reports on CNN’sHeadline News and more than 120 network affiliates across the country for a combined broadcast audience reach of nearly 42 million.

 

Print coverage reached more than 30 million, and was covered in major publications such as The Wall Street Journal, USA Today, The New York Times, The Washington Post, The Chicago Tribune and The Boston Globe. In addition, local market promotions were reported by area media including the Allentown Morning Call, the Pittsburgh Post-Gazette and the Philadelphia Inquirer. Average weekly retail sales for all Dunkin’ Donuts shops continues to increase, up 3.5% from 1994 for the two quarters following the smoke-free conversion