1990년대를 빛낸 名 PR프로그램들..(밀레니엄 특집) < ?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />
졸린눈을 비비고 할일도 없는 사무실에 토요일임에도 불구하고 비틀비틀 걸어나왔습니다. 어디 재미있는 꺼리가 없나 찾아보다가..지난 10년을 되돌아 보며 이웃(?) 미국나라에는 어떤 PR 놀이들이 있었는지를 보여주는 아주 Sexy한 글을 발견하게 됐습니다. 12월 6일자 인사이드PR이라는 잡지에 실린 지난 10년간 가장 멋진 PR프로그램들입니다. 총 20개나 되네요.
제가 가장 멋지다고 느끼는 프로그램은 단연코 “15번” 프로그램입니다. Malice in Dallas (달라스의 혈투?)..이런 프로그램을 한번 멋지게 해보는 게 꿈이되어 버렸습니다..
언젠가 이런말을 저의 동료들과 나눈적이 있었습니다. PR적으로 갑자기 성공하는 기업의 CEO는 두종류 뿐이다.. 배포가 큰 장비”스타일 이거나- “내가 책임 질께 무작정 밀어부쳐!!”, 아니면 전혀 개념이 없으신 “기인”형- 예를 들면 Southwestern사장 같이.. 아마 주변에서 성공한 벤쳐나 기업들의 CEO중 이런 분들이 조금 계실 겁니다. 물론 고상하시고, 품위있게 이끌어 나가시는 분들도 계시지만, 성장가도에 있는 신흥 기업들에게는 위와 같은 CEO의 PR적 자질이 어느정도 필요한것이 사실입니다. CEO가 연예인도 되어야 하고, 교수도 같아야 하고, 만능 스포츠 맨이 될 필요도 있고.. 하여튼 할일이 많으신, 하는일도 많으신 CEO이어야 합니다.
아래의 프로그램들을 쭉 보시면 알겠지만, 참 사회적 의미를 창조하는 프로그램들이 많습니다. 사회적 의미가 없는 프로모션형 PR은 진정한 분류상으로는 그냥 마케팅이라고만 불리워지면 좋겠습니다. PR이라는 음식에 가장 중요한 조미료는 Reputation과 Social Goodwill입니다. 아무리 많은 “매출증가”, “상장성공”,”인지도증가”,”시장점유율 상승”이라는 음식 재료들을 맛있게 섞어 놓아도, 그위에 적절한 조미료(소오스)인 “Reputation”과 “Social Goodwill”이 뿌려져 범벅이 되지않으면 맛이 없지요.. “맛없는 음식은 돼지에게..”
그런의미에서 아래의 스무개의 프로그램들은 우리 “PR인”들이 먹기에는 아주 맛난 음식들이 아닌가 합니다. 하나하나 씹어보시고, 음미해 보시죠.. 재미있습니다.
좋은 주말들 보내시시죠..들
홍보!
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Our 20 Favorite Public Relations Programs of the 1990s
As the end of the decade approaches, we took a look back at programs that have been honored in our annual Creativity in Public Relations Awards program, and picked 20 that stand out;for their creativity and their results;as our personal favorites.
1. Crayola Crayon Introduction (1990)
With no budget for advertising, the in-house public relations team at Binney & Smith created a colorful campaign to introduce new colors to their Crayola collection. The strategy built on the consumer’s emotional attachment to existing Crayola colors, as Binney & Smith nurtured relationships with consumer groups such as RUMPS (the Raw Unmber and Maize Preservation Society) who protested the retirement of favorite old colors. Those colors were eventually enshrined in a Hall of Fame that now attracts thousands of visitors to the company’s headquarters, while the backdoor publicity strategy succeeded in generating massive media coverage for the new colors.
2. IBM Deep Blue vs. Garry Kasparov (1997)
The good old-fashioned publicity stunt was taken to new heights when an IBM team, working with Technology Solutions, staged a chess showdown between the company’s powerful Deep Blue computer and the world’s greatest chess player. By showcasing the company’s technology, the chess match was perfectly on strategy, and in capturing the imagination of world;the man vs. machine story proved irresistible to the media;it drew attention to IBM’s decade-long comeback. Even more impressive, the computer won.
3. Jack’s Back: The Comeback Story (1997 et al)
Some companies never recover from crisis. Others take decades. At Foodmaker, the parent company of the Jack in the Box restaurant chain, the comeback from a deadly food poisoning outbreak in 1993 began almost immediately and culminated in 1997, when customers, media and the financial community finally recognized that Foodmaker had rein-vented itself as a model of safety practices in the food service industry. The company made substantial changes to its internal policies, took a leader-ship role in public affairs, and communicated the steps it was taking to all its stakeholders.
4. Coors Literacy. Pass It On (1993 et al)
One of the most impressive, sustained cause-related marketing programs of the 90s was designed by Coors and addressed illiteracy. The company worked with several firms, including Patrice Tanaka & Co. and Creamer Dickson Basford, on various aspects of the problem, but it was a media education component created by Denver-based Schenkein Sherman that broke new ground. To help re-porters and other opinion leaders understand the dimensions of the problem, the PR team constructed a model town in which all the signposts, store signage, and advertising was written in gobbledygook, and where visitors were asked to complete simple tasks such as purchasing a birthday card or ordering lunch from a menu. The experience brought home what it means to be illiterate in an unusually compelling manner.
5. Making Science Make Sense (1995 et al)
Bayer Corporation made a massive multiyear commitment to science education;an issue key to the company’s future success;and created a wide array of corporate advertising and public relations programs to support its investment. An advertising campaign developed with Pittsburgh’s Dymun Nelson was an award winner, but a PR program that put Bayer employees in the classroom, teaching science in an entertaining, stimulating way was the centerpiece of the effort, and was handled by Spector & Associates.
6. Liz Claiborne Women’s Works (1992 et al)
Most companies that create cause related programs tend to play it safe, going for non-controversial issues that make people feel good. Liz Claiborne broke the mold when it set up its multiyear Women’s Work initiative, working with Patrice Tanaka & Co. to draw attention to the problem of domestic violence. The first year of the campaign involved the commissioning of several leading women artists to create works of public art that addressed the issue. In later years, the campaign also reached out to men, recruiting athletes and other role models to communicate anti-violence messages at sporting events.
7. The Great Pepsi Hoax (1993)
After a Seattle television station reported that a local couple had found a syringe in a can of Diet Pepsi, similar incidents were reported across the country. Pepsi suspected a hoax, and working closely with the Food & Drug Administration resisted the temptation to pull its products off the shelf. Instead, the company fought back, providing the media with B-roll showing the manufacturing process and making it clear that it would be almost impossible for the product to be contaminated be-fore it left the company’s plants. When a woman was captured on a store camera placing a syringe in a can, the company issued a second, utterly compel-ling VNR of the incident, and the crisis was essentially over.
8. Creating a Climate for Performance at Navistar (1997)
Change is the only constant, they say, and the employee communications program that Navistar’s in-house PR team initiated (with assistance from Ogilvy PR) demonstrated that public relations can not only facilitate change, it can drive change. The communications staff at Navistar brought together line managers to learn what they felt the company needed to do to reposition itself for success then sought the buy-in of senior management. The pro-gram culminated with an event that would have been unthinkable in the old Navistar culture, but which symbolized the way management and employees had come to see themselves as partners rather than adversaries.
9. Launching the One and Only Superbra (1994)
Okay, so one could make the argument that attracting media attention to a product designed to make women’s breasts more prominent is not the greatest challenge of all time, but the introduction of Sara Lee’s Superbra created several challenges: it wasn’t the first product to market, and the company was very concerned that the tone of the coverage should create the right image. Working with Marina Maher Communications, the company used public relations to establish the product as the leader in its category and to make the Wonderbra a cultural icon.
10. Rocky Mountain Arsenal (1995 et al)
The Superfund legislation generated a huge amount of work for corporate PR departments and public relations agencies that understood community relations and environmental communications issues, and the clean up at Rocky Mountain Arsenal, which involved the U.S. Army, Shell Oil, and Denver-based MGA Communications presented more complex issues than most. A multiyear program that set new standards in research and included a massive community involvement effort, the program
11. Credit Union Campaign for Consumer Choice (1998)
In a David and Goliath battle with the banking industry, the Credit Union National Association and the National Association of Federal Credit Unions set new standards in public affairs. Working with Hill & Knowlton, the credit unions fully integrated their campaign, using public relations, media relations,grassroots organizing, coalition building, issues advertising and direct lobbying in unison, and bringing a full court press to bear. The result was a stunning upset victory.
12. Sourcing Guidelines Communications (1992)
Years before the use of cheap and child labor in overseas factories became the hot button issue it is today, Levi Strauss & Co. produced guidelines that reflected the company’s values, balancing refusal to exploit indigenous people with the desire to support developing economies. The company communicated these guidelines to key stakeholders, including employees, customers, and suppliers in a way the reinforced its commitment to ethical business practices.
13. Windows 95: Start Me Up (1995)
Working with Waggener Edstron and Patrice Tanaka & Co., Microsoft created a public relations program for its new operating system that permeated both the traditional technology press and the mainstream media
14. Look Good… Feel Better (1991)
The Cosmetics Toiletry & Fragrance Association worked with De Vries Public Relations on a program that provided advice to women cancer patients on beauty techniques that could help them deal with the side effects of radiation and chemotherapy treatments. A later component of the program, executed by GCI Group, targeted ethnic markets.
15. Malice in Dallas (1992)
When aircraft service company Stevens Aviation learned that Southwest Airlines was using its “plane smart” tagline, it chose not to sue. Instead, Stevens’ chairman Kurt Hurwald arm wrestled with Southwest founder Herb Kelleher for the rights to the name;Hurwald won the bout, but sold the rights to the slogan to Kelleher. Earle Palmer Brown provided publicity support to Stevens.
16. Taking Lucent Public (1996)
The spin-off of Lucent Technologies from AT&T presented a complex communications challenge that involved communication with multiple stakeholder groups, but it was the company’s comprehensive effort to establish good relationships in the investor community that earned it the greatest recognition. The challenge was to position the company as a new, exciting and innovative player in the telecom arena, without losing sight of its impressive heritage. Success was achieved through tireless, proactive relationship building.
17. The Aerosol Adventure (1991 et al)
As part of an ongoing effort to counteract continuing misinformation about the role of aerosols in depleting the ozone layer, the Consumer Aerosol Products Council and Ketchum came up with a series of events that used humor and creativity to correct misleading stories. A classroom-based program that taught chemistry lessons while making the industry’s case was a highlight of the multiyear initiative.
18. Schools vs. Yachts (1993)
When casino operators attacked Indian gaming interests, the National Indian Gaming Association worked with Shandwick agencies Dorf & Stanton and Mona Meyer McGrath & Gavin to reframe the debate in terms of the impact of gaming revenues, contrasting the investment tribes were able to make in education and other social programs with the lavish lifestyles of Donald Trump and his peers.
19. Milk Mustache Campaign (1996 et al)
While the advertising component of the milk mustache campaign has generated the most interest, BSMG Worldwide has been working on a multi-year marketing program that adds depth to the awareness-raising efforts of Bozell’s ad campaign. The program has delivered compelling health messages and targeted specific audiences, including women and children.
20. Uncommon Candor (1998)
Many companies become less communicative during a crisis. Software giant Sybase took the opposite approach. Working with Weber Public Relations, Sybase invited a reporter to spend the day with its CEO as he informed analysts, the media and employees about an unexpected earnings re-statement. The result was that the company’s candor became a bigger story than its earnings.
