Table of Contents of Second Edition of The Handbook of Strategic Public Relations and Integrated Communications.

The Handbook of Stakeholder Public Relations & Integrated Communications and Marketing, Clarke L. Caywood, Ph.D. editor
McGraw-Hill, New York, Second Edition, 2011-2012

DRAFT Table of Contents
Acknowledgments
Clarke Caywood, Ph.D. Professor, Northwestern University

Preface – The Importance of Public Relations
Al Golin, Chairman and founder, Golin/Harris

Introduction to Stakeholder Public Relations and Integrated Communications and Marketing

1. Introduction to Stakeholder Public Relations & Integrated Communications and Marketing
a. Clarke L. Caywood, Ph.D. Professor, Northwestern University

2. Communications Research Methods I – Social Science Approaches
a. Anders Gronstedt, Ph.D. Chief Executive Officer, The Gronstedt Group
b. Clarke L. Caywood, Ph.D. Professor, Northwestern University

3. Communications Research Methods II - Web-based Approaches
a. Clarke L. Caywood, Ph.D. Professor, Northwestern University

4. Public Relations and Communications Law
a. Karla Gower, Ph.D., Professor, Department of Advertising and Public Relations, Director the Plank Center for Leadership in Public Relations, The University of Alabama.

5. Public Relations History and the White House
a. Scott Cutlip, Professor Emeritus, University of Georgia (deceased)
b. Brent Baker, Rear Admiral, Ret. Dean Emeritus. The School of Communications, Boston University

6. Ethics and Corporate Responsibility – China Tobacco Industry
a. Cornelius Pratt, Ph.D., Professor, Department of Strategic Communication, Temple University

Stakeholder Communications

7. The Stakeholder Concept and Mapping - Redefining Communications
a. Clarke L. Caywood, Ph.D. Professor, Northwestern University

8. Employee Relations - Key Stakeholder Communication
a. S. Keith Burton, President Insidedge

9. Consumers and Customers – Marketing’s Stakeholders
a. Geri Henderson, Ph.D. Associate Professor, School of Business, Rutgers University

10. Consumers and Third Parties - Marketing Public Relations
a. Pat Whalen, Ph.D., Consultant and Educator

11. Institutional and Individual Investors - Investor Relations
a. Nancy Hobor, Ph.D., Adjunct Professor, Northwestern University, past Vice President Communications and Investor Relations, Grainger, Inc.

12. Investment Bankers - Mergers & Acquisitions Communications
a. Joele Frank, Founder and Managing Partner, Joele Frank, Wilkinson Brimmer Katcher

13. Philanthropy - Community Charities and Corporate Giving
a. Jack Koten, Founding Director of Arthur W. Page Society, and Retired Senior Vice President of Corporate Communications, Ameritech

14. Taxpayers - Government Public Information
Brent Baker, Rear Admiral Ret., and past Dean, the College of Communications, Boston University

15. Broadcast Media Relations – New Broadcast/PR
a. Tim Larson, Ph.D., Professor, University of Utah – Salt Lake City
b. Craig Wirth, Adjunct Professor, University of Utah – Salt Lake City

16. Social Media - Communities and Advocates
a. Richard Edelman, CEO Edelman
b. Mark Haas, President, Edelman China
c. Phil Gnomes, Senior Vice President, Edelman Digital
d. Robert Holdheim, Managing Director, India Edelman
e. Steve Rubin, Executive Vice President Global Strategies and Insight, Edelman

17. Press and Global Media – Expanding Media Relations
a. Matt Gonring, Communications Consultant and past Chief Communication Officer

18. Non-Governmental Organizations (NGOs) - Running Not-for-Profits
a. Ray Boyer, Communication Consultant and President, Boyer Media
b. Governor Scott McCallum, CEO Aidmatrix Foundation

19. Industry Trade and Professional Associations – Washington Ambassadors
a. Dick Hanneman, President, Salt Institute 1986-2010

20. Agencies as Stakeholder - Partners
a. Ray Kotcher, Chief Executive Officer, Ketchum

21. Policy-Makers - Issues Management and Public Affairs
a. Jim Arnold, Chief Executive Officer Arnold Consulting Group
b. Ray Ewing- Professor Emeritus, Northwestern University, former Director, Allstate

22. Public Officials - How to Lobby
a. Jim Nelson, Chief Executive Officer, Public Affairs Consultant Nelsco, Inc.

23. Stockholders, the Board and Regulators - Governance
a. Ted McDougal, Senior Counselor Ketchum, Principle McDougal & Associates
b. Kurt Stocker, Director New York Stock Exchange Regulation, Inc.

24. Headhunters and Human Resources - Career Paths
a. Jean Cardwell, President, Cardwell Enterprises, Inc.
b. Dana Rubin, Communications Consultant

25. The CEO - Key Stakeholder Spokesperson
a. John Graham, Chairman, Fleishman-Hillard

26. Every Stakeholder - Crisis Prevention and Communications
a. Hud Englehart, Chief Marketing Officer, Rasmussen Reports, Adjunct Professor Northwestern University

Current Issues in Public Relations

27. Sustainability for Business – A New Global Challenge
a. Charlene Lake, Senior Vice President Public Affairs and Chief Sustainability Officer, AT&T
b. Tony Calandro, Senior Vice President & Partner, VOX Global

28. Environmental Challenges - Going Beyond Greenwashing
a. Susan Croce Kelly, President, Kirkpatrick International, Inc.

29. The Digital Revolution - Transforming User Experiences
a. Kevin A. Clark, President and Founder, Content Evolution LLC

30. Reputation Management - Corporate, Not Product Branding
a. Craig Carroll, Ph.D., Associate Professor, Lipscomb University
b. Stephan Greyser, Professor Emeritus, Harvard School of Business
c. Elliot Schreiber, Ph.D. Adjunct Professor, School of Business Drexel University

Business to Consumer Industries and Organizations

31. Automotive Industry - Race to the Future
a. Steve Harris, Senior Counselor, The McGinn Group and past Vice President - Global Communications, General Motors
b. Ray Day, Vice President Communications, Ford Motor Company

32. Aviation Industry and Civil Aviation - Flying for Business and Travellers
a. Rob Mark, Chief Executive Officer CommAvia and editor Jetwhine.com

33. Insurance - In Good Hands
a. Robert Gorman, Communication Consultant and past Executive Communications Leader Allstate Insurance
b. Jim Dudas, Environmental and Business Consultant

34. Hospitality Industry - We Know Our Guests
a. John Wallis, Global Head - Marketing and Brand Strategy, Hyatt

35. Sports Marketing & PR - Champion Communicators
a. Steve Lesnik, Co-Founder and Chairman, KemperSports and KemperLesnik
b. Amy Littleton, Vice President Public Relations, KemperLesnik

36. Technology and Computer Industry – Constant Innovation
a. Edward Barbini, Vice President External Relations, IBM

37. The Entertainment Industry - Disney and More
a. Rob Doughty, Communications consultant, Past Vice President Communications Disney Resorts

38. Health Care Industry – Benefits and Costs
a. Richard Cole, Ph.D. Professor and Chair Department of Advertising and PR, Michigan State University

39. Restaurant Industry – Global Stories
a. Jonathan Blum, Senior Vice President, Chief Public Affairs Officer, YUM! Brands

40. Retail Leadership - The Great American “Drugstore”
a. Mike Polzin, Divisional Vice President Corporate Communications, Walgreens, Co.

41. Telecommunications - The Unbelievable Cell Phone
a. Reid Walker, Vice President Corporate Communications T-Mobile

Business to Business

42. Pharmaceutical Industry - R&D to Rx
a. Elliot Schreiber, Ph.D. Clinical Professor of Marketing, Executive Director of the Center for Corporate Reputation Management, Bennett S. LeBow College of Business, Drexel University

43. Consulting Industry - Professional Services
a. Roxanne Taylor, Chief Marketing & Communications Officer, Accenture
b. Jayme Silverstone, Senior Director, Marketing & Communications, Accenture, Contributing author

44. Financial & Banking Industry - High Risk Brand Trust
a. Anonymous Author

45. Food & Beverage Industry – Choices and Safety
a. Marguerite Copel, Vice President, Corporate Communications and Public Affairs, President, Dean Foods Foundation
b. Rich Nelson, Vice President Corporate Communications, ACCO Brands

46. Oil & Energy Industry - High Profile
a. Sam Falcona, Vice President Communications & Public Affairs, Retired, ConocoPhillips

47. The Law – Professional Services Communications
a. Mark Bain, Global Director of Communications, Baker & McKenzie

Public Relations Practice Skills and Strategies

48. Behavioral Strategies - Patterns of Communications
a. Bill Trumpfeller, President Nuffer, Smith, Tucker Public Relations
b. Kerry Tucker, CEO Nuffer, Smith, Tucker Public Relations

49. Creativity - Powering Integrated Marketing Communications Ideas
a. Marty Kohr, Director of Chicago Institute of Advanced Advertising Studies, American Association of Advertising Agencies, Adjunct Professor, Northwestern University

50. Speechwriting - Writing for the Ear
a. Lee Huebner, Ph.D., Professor, George Washington University, former Publisher The International Herald Tribune

51. Writing for all the Media - Clearly
a. George Harmon, Professor Emeritus Northwestern University, Communications Consultant

52. Storytelling – All Stories are True
a. Emma Caywood, Storyteller, Playwright & Drama Teacher Numerator Management.com

53. News, Fake News and Owned Content – New Field for PR and Journalism
a. Sara Smith, Messaging and content strategy consultant
b. Clarke L. Caywood, Ph.D. Northwestern University

54. Virtual Meet-ups & Training – Welcome to Secondlife
a. Anders Gronstedt, Ph.D. Chief Executive Officer, The Gronstedt Group

55. Global PR Networks - Becoming a Public Relations Professional
a. Gerry Corbett, Chief Executive Officer, Founder Red Pflagg, Chairman and President of the Public Relations Society of America, - 2012

Conclusion

56. The Future of PR
a. Clarke L. Caywood, Ph.D. Professor, Northwestern University

Appendix
Author biographies
Author photos

Titles you may search in PR

I thought I would share with you the titles and searches that have expired from a confidentially posted list. Many of them would rely on a headhunter (the company pays but a headhunter you know or knows you. I know that headhunters search for opinion leaders in our field who might have published in trade, professional magazines or journals. They may have also published in books like The Handbook of Strategic PR and Integrated Communications, McGraw-Hill late Fall new issue 2011!


Dec. 8, 2010 Banks Communications Consultant 5
Nov. 12 , 2010 Insurance Communications Consultant (3)
Nov. 12 , 2010 Electronics Temp Director, Internal Communications
June 23, 2010 Insurance Director, Enterprise Communications
May 12, 2010 Candy Crisis Communication Manager
May 12, 2010 Candy Corp.Affairs Director North America Segment
May 12, 2010 Candy Corporate Affairs Internal Comms Manager
Jan. 15, 2010 Defense Director I,PR International Communications
Jan. 6, 2010 Retail Director of Digital Communications
Dec. 22, 2009 Retail Director PR and International Communications
Nov. 16, 2009 University Open Rank Faculty Position
Oct. 6, 2009 University Dean
Aug. 27, 2009 Paper Products Director of Corporate Communications

What should you ask before returning or entering graduate school?

Questions to ask (some are very sensitive but ask them anyway)
1. placement record and time to secure a job after graduation
2. scholarships or loans (not available for international students)- this will become a serious issue
3. percent of international and U.S. students (too many too few to learn from and what countries).
4. quality of placement (some call it the euphemistic "career planning") to get you a job with the companies and organizations supporting the school.
5. names of contacts of former graduates to hear the good and bad (not a short list of admission department names)
6. what has happened to the international students? Are they working in the U.S., is it even possible, does the school know where they are if they returned to their country.
7. is the program in professional education dominated by recent graduates with little or no work experience. Does this matter to you?
8. is the program a balance of men and women? Does it matter to you?
9. are they too many part-time faculty teaching in the evening (not available for meetings). Should classes be co-taught to get a mix of new research and thinking from doctoral faculty and new experience and contacts from industry faculty?
10. Is a part-time degree the best choice financially and personally to keep your hand in business? Is the return on investment (ROI) stronger?

IMC Retail Plan: Research, Plan, Implement and Evalulate

Sample Retail Level Audit of the Brand Image and Performance
Prepared by Clarke L. Caywood, Ph.D. 2010
This task and audit memorandum is designed to apply the experience and thinking of the Department of Integrated Marketing Communications and Clarke L. Caywood, Ph.D. to retail, single site business. Many of the ideas most often applied to larger consumer goods and business to business level companies have been adapted to a retail firm located in a single site. However, the importance of the application of modern marketing practices to strengthen the store and store owner brand is just as important and may be more important since the stakes are relatively higher for the personal success of the business owner. As with any application of strategic thought and tactics; the memo is really a list of hopefully powerful suggestions that may stimulate the owner to devise his own version of his branding strategy.
First, the memo identifies a number of questions that should be answered in the eyes of the business consumer, in this case member or student. The research steps first ask the brander to understand the consumer, the employee, the co-branding partners, the lending institution, the media, community, business organizations and other stakeholders or publics at the retail level. The retail level IMC communication strategy includes these four steps: Research, plan, implementation, evaluation. See attachment for questions asked at each step for high level professional performance. Each step constantly reminds the branding manager to consider the information gathered primarily in step one (research).
Research
Research is important to gather facts, insights, understanding of the consumer, prospective member, and other critical stakeholders who may heavily influence the consumer’s perspective of the quality and importance of the store and owner brand.
1. Run the “Brand contact audit” and take notes. Ask a current, friendly member to walk through with you recording all his/her comments on their impressions starting in the parking lot.
2. Discuss the brand contact ideas from the impressionable consultant:
1. Where do I park, can I park on the side or is that for the restaurant?
2. Where is the gym? I see the sign but I don’t see the windows. Is that the door?
3. Is it safe to enter? I am in 15 feet and I still don’t know if it is really open?
4. “Wow! Look at all those people in the class; it looks great".
5. Is it the right place?
6. Will someone welcome me? Why don’t they notice me?
7. Was there bell that sounded when I entered?
8. Should I leave now?
9. Where do I wait? Where do I sit? Is my car safe?
10. What is going on here? Do they have my centers of interest?
11. Where are the showers, lockers and toilets?
12. Is that coffee or water for me?
13. Do I like the music?
14. Why is the lighting so harsh?
15. Why are the walls so beat-up?
16. I like the wooden and rubber floors.
17. Do they have shower stalls?
18. Should they have more mirrors? I don’t really like mirrors.
19. Will the class welcome me?
20. Where do I put my purse, bag, and coat?
21. Do they have “cubbies?”?
22. How much is it (wall chart)
23. Do they have personal training? Are these the people? Do they have a female trainer?
24. Where are their pictures and credentials?
25. Is it really, really, really clean.
26. Is the science part real? Can I have an article to take home? Do you have a website link on science?
27. More.

3. Audit of all your communications.
1. All printed materials, contracts, brochures, ads, letters, emails, website, billing notices, exercise sheets, directions to the gym, story of the owner, page of valuable links to website to learn, brochure on science testing device and article confirming its validity.
2. Call your store and gather an impression of how this communications works for brand building. Leave a message and check if it arrives in a timely way. Leave a message for specific trainers.
3. Leave a message on your website.
4. List of all “competitors” that you would like to compare yourself to. Other gyms big and little. Churches, schools, other non-gym gyms. Spas. Home exercise equipment stores?
5. List all formal and informal co-branding agreement and actions taken and date of next action.
a. All stores in the shopping mall and across the street, on each corner.
b. Other business partners including hospitals, doctors, dentists, schools, coaches and gym teachers, university Greek and independent houses, bike shops, sporting goods,
Etc. to place your materials and ask for rewarded referrals.
4. Focus groups and other face to face human research – each idea is an option.
1. Run 5 Post class 30 minute discussion with rewards (drawing for a prize)
2. Offer surveys for all visiting with reward (drawing for a prize)
3. Offer a survey on website
4. Email to members a free survey on “survey monkey”
5. Conduct exit interviews of members who have not renewed, have announced they are leaving because of dissatisfaction with service, price or moving from the area.
6. Interviews with customers you know have left due to service complaints in the past 6 months
7. Find and review of stories and any research on gym management and marketing
8. Locate research materials from suppliers (equipment) of their exercise related research.
9. Conduct general government and social research on exercise
10. Review and locate current scientific and supplier data on your scientific testing systems

5. Gather feedback from conferences, events, meetings
1. Data from show sponsors (pre and post surveys, trends, speakers)
2. Data from specific industry booths
3. Collect data on the floor and events of specific interest to your goals and ideas
4. Arrange to run a focus group at event for a free lunch for about 9 people.
5. Interview people watching people running at half marathons, marathons, 5Ks. What would they like to accomplish in the next 6 months to a year? Would they like to participate in the event
6. See questions on the score sheet attached.
7. more
Planning
1. Prepare new product plans that include new audiences identified above and from your own experience and study of competitors
a. Elderly and deals with senior centers
b. People planning to get in shape for an event (party, season, run, family, doctor, trip, etc.)
c. All motivations need to be examined.
d. New equipment ordered or needed to compete (crazy exercise equipment in bike shop)
e. Recent birth mothers with babies in tow
f. Father’s preparing to give away the bride
g. Unemployed professionals who want to look fit, energized and great (team with spa)
2. From the audit above plan to improve the brand contact points
a. Plan specific decorating, remodeling, reorganization and new machines.
b. Use a form to list contact points:
i. List contact point, e.g. front door, front hallway entrance,
ii. List positive or negative impression,
iii. List how important it seems to be to the consumer,
iv. Quote the consumer on if the contact is positive, negative or neutral to them
v. Note improvement s needed on the brand contact point.
3. Use MBO (management by objectives) to plan your statements of success.
a. Mission is your broadest statement of what words represent your reason for being in business and serving others
b. Goals are general statement of what new and continuing actions you wish to do to improve your branding offering. Help recent birth mothers to XXX
c. Objectives are very specific intentions of the plan. By X date, Y person will increase memberships by Z% with a renewal rate of A. The cost of each new member will not exceed $B. Or, By X date, Y person will create a consumer contact database for a cost not exceeding $Z. The database will be used to contact A consumers by B date with offer C. etc.
4. Plan for the personal branding goals of Tony, but plan to improve the store contact points and brand before launching a personal brand to the media or other stakeholders.
a. Conduct a personal brand audit of Tony
b. Develop goals, objectives
c. Devise a list of communication actions that are more personality driven
5. See the questions on the score sheet.

Implementation
1. Develop an 24 month schedule of action (over two budget periods and two seasons)
2. Test and do your marketing product and communication ideas.
3. Be opportunistic but follow the plan.
4. Measure everything
5. Have fun doing it
6. See question on the score sheet

Evaluation
1. Measure everything
2. Take before and after pictures of the store, the owner and the customers.
3. Re-interview members, consumers
4. Redo the brand contact audit
5. Measure and report on all consumer data, finances profits, costs, per customer acquisition costs, lifetime value of the consumer/member, value of leads from co-branders, etc.
6. See the questions on the score sheet
7. More
Rewrite you corporate statements, if needed. Start over.

Clarke Caywood, Ph.D. ccaywood@gmail.com 847 2420901.

Sample Syllabus for review by colleagues, current students and readers

For 2011 Draft Integrated Marketing Communications Department

Clarke L. Caywood, Ph.D.

Integrated Communications

 Formerly known as Communication Skills and Persuasive Messages

IMC 454, Section 20-21 9 a.m-11 a.m. Noon -2 p.m. Mondays and Thursdays, Wednesday Labs 9 a.m.-5:30 p.m.  Winter 2011

I.          Class Schedule and Instructors

Lecture at MTC 3-127 and Forum Room, Sections 20/21

9-10:50 a.m. Mondays and Thursdays or 12:00-1:50 p.m., Lab depending on your assigned section

Laboratory teaching and assignment work in Fisk Basement Wednesdays Labs a. 9 a.m.-10:30, b. 10:30 a.m. – 12 noon 12-12:30 lunch 12:30 p.m. – 2 p.m. d.  2 p.m. – 3:30 p.m.  e. 3:30 – 5 p.m.

George Harmon

      Office hours: Wednesdays or by appointment

      3-139 McCormick Tribune Center

      847 491-2092 (office), 847/446-1189 g-harmon@northwestern.edu

Clarke Caywood

Office hours: Wednesdays or by appointment and before and after class c-caywood@northwestern.edu

      3-101 McCormick Tribune Center

      847 491-5011 Office phone. Or 847 4915011

Rachael Mersey Office hours: Wednesdays or by appointment and before and     after class rdmersey@northwestern.edu

      3-114 McCormick Tribune Center  

      Phone:  847-491-2196 

II.         Course Description, Goals and Objectives

From a very senior communications executive of a top branded company:  “Let me offer up Walker’s Law: The greater the amount of communication, the less valuable bad communications and the more valuable good communications. Here’s how I got there. Today, many of us communicate essentially from the moment we wake up until we turn out the lights at night, sixteen hours or more. (If you include passive one-way communication, like radio and TV, that number goes even higher.)  This is far more than our grandparents or their grandparents communicated. With sixteen hours of communications a day, only the good stuff cuts through the clutter and gets noticed.

The quickest way to the top in any organization is to be able to express your thoughts concisely and compellingly. Especially for those just starting out, it provides a way to set yourself apart and show your potential in a very tangible and noticeable way.  I continually remind those on my team: “If this e-mail (or memo or presentation or elevator conversation) was the only thing a top executive had to judge you by, are you OK with that?” Often it is what they will be judged on. As a result I advise every professional, but particularly those starting out, to put communication at the top of the list of things to work on. Communication matters.”

Integrated Communications (Communication Skills and Persuasive Messages) is an IMC course designed to improve students’ skills in developing and delivering traditional and newer technological communications. The course emphasizes knowledge of the how communications can contribute to policy, and strategy. It also provides the rationale or explanation of why communications is needed or a particular tactic would be productive. 

The course will improve your skills in writing for business, skills in oral presentation, interpersonal skills in business environments, and, when needed, persuasive messages. The course builds on the title of the degree and your personal orientation and commitment to communication. In the professionally competitive spirit on NU’s campus, we would like to say that our goal is to make you 20 percent better communicators than your peers enrolled in the Kellogg School of Management.

This course is designed to give you an overview of the role of communications for a wide range of stakeholders relevant to Integrated Marketing Communications (IMC). We will address the “C” in IMC as a policy and strategic advantage for marketing and management leaders. The strategic elements are unique to communications. They include an audience based 4 step process from the international work of IMC faculty and consultants.

It also contains rich theoretical concepts that have been tested time and again to provide the argument why a particular strategy or tactic would be useful for solving organizational problems.  Several strategic research and data tracking methods for communications will be introduced for your use to help you defend your recommendations.  Most managers will not have the specific knowledge you will possess from this class and the IMC curriculum – you must be prepared to prove the value of your suggestions.  You will learn that in this class.  

We seek to:

1.    Write fundamental and more advanced types of IMC messages and know the basic elements of each type.

2.    Write clear, brief and accurate pieces of communication that employ correct grammar, punctuation, spelling, usage and context.

3.    Edit our own writing for basic errors and correct them by using proper editing symbols.

4.    Write and edit fast enough to be able to complete assignments under deadline pressure in a corporation, in the field, on the way to the meeting or on the podium.

5.    Use Associated Press (AP) style as followed by businesses and other organizations.

6.    Apply judgments to sets of facts and then synthesize those facts into openings that are concise and writing that is organized and coherent.

7.    Know when to attribute information in order to avoid editorializing, and know how to handle attribution smoothly and quotations properly.

8.    Gather facts and transfer them accurately.

9.    The strategic process used by hundreds of businesses trained by the faculty gives the tactical methods above a means to be measured and rewarded.  To evaluate the tactical activities above we will learn about general communications audits, digital database audits, readability studies and competitive message analysis software. 

IV. Assignments / Projects

You will have many manageable assignments in this course. Assignments are due on the dates in the outline, but many of the assignments can be completed in the weekly lab with a writing teacher and coach supporting you. For all assignments, emphasis is on quality of writing and presentation. The intent is to constantly improve your skills.  

The course imitates the standards of professional communicators and marketing communicators and researchers in corporations, agencies and consulting firms. This is not just a class but a simulation of your ability to produce communications clearly, accurately and quickly. Like the writing examinations corporations, consulting firms and agencies are administering to job applicants; we expect you to be able to write and speak intelligently about your field with grammatical and rhetorical precision.

Class participation

You should always be prepared to contribute to class discussions, demonstrating preparation by asking questions and by integrating the vocabulary and concepts from the readings into class comments.  You will complete a self-evaluation for attendance and class participation at the mid-point with the help of Searle Teaching Center and at the end of the quarter.  Your effective class comments may address questions raised by others, integrate material from this and other courses, draw on real-world experiences and observations, or pose new questions to the class.  We encourage your thoughtful contribution from your reading, experience and inspired class discussion.

High-quality participation involves knowing when to speak and when to listen.  Comments that are repetitive, disrespectful, or lacking sufficient foundation are discouraged.  Students will have the opportunity to post relevant news articles via Twitter and to elaborate on their relevance in the class

Mid-term Subject Examination

There will be a one 90 minute mid-term exam in class. The exam will consist of several short essay questions about the readings and lectures. You will be given the reading before the exam and will be expected to apply the content from class to answer the questions. Some suggested topics will be part of the review session before the day of the examination.

Final Subject Examination

There will be a 110 minute final exam in class. The final exam will also consist of several short essay questions about the readings and lectures. You will be given the readings before the exam and will be expected to apply the content from class to answer the questions. Some suggested topics will be part of the review session before the day of the examination. 

Final Editing Examination

You will also take a final editing examination in your final laboratory session.  The exam will be your “post” editing exam to demonstrate your graded improvement from the class entry “pre” editing examination.

Peer and Personal Evaluation

Also, please note that you will be asked to complete a peer evaluation of each of your lab partners. In addition to quantitatively evaluating the contribution of each team member (including yourself), you will offer developmental feedback for each teammate as well.  You and your peers will evaluate your own contributions to the progress and success of the class. The expectation is that you will share in the success of the class with your participation.

 

V.        Evaluation

Grading:

There are four cases, 6 editing assignments, 2 oral assignments, two examinations on content (reading, lectures, panels, and cases), discussion, Twitter site usage, peer evaluation, pre and post editing examinations

                        

All work in the course contributes to your final grade. This includes in-class assignments and lab homework, quizzes and examinations. In keeping with the proud Medill tradition, you must rewrite any assignment with a √- or a grade of C+ or below. Your grade on a rewrite will combine with the original grade for an average grade on the assignment. There is the tradition of a “Medill F” where you misspell the names of the people, company or product/service in the IMC work.

VI. Honesty, Plagiarism, and Cheating

This course follows the Northwestern University code of student conduct as described in the NU student handbook and the Medill code of ethics. Questions of academic dishonesty, cheating, plagiarism, and other violations, their terms and conditions are all listed in the Student Handbook. The Student Handbook outlines the contract between the student, the instructor, and the University. Please read this and familiarize yourself with the terms and conditions.

The headline from Medill is: You cannot cheat in any way. It can cost you your graduate degree.

VII.      Labs

Please attend your assigned lab. There isn’t space for extra students in the lab rooms. Unless you arrange to shift to another lab with another student and notify the instructor in advance, the instructor may give you a zero on your work that day.

VIII.     Course Outline

The 10 Week 19 lecture/discussion classes would include the following topics:

1.   Stakeholder Targeting and Mapping (1) (supported with video) Readings and theory related to: Eckhouse: Rhetoric and Competitive Advantage. Organization and Competitive Messages

·         Mainstreaming: TV's ability to pull people to a common understanding of an issue.

What is freedom of speech for corporations? Politically oriented corporate messaging?  How can we have a common understanding in a diverse nation? If it works in China should we use it in the U.S. and vice versa?”

·       Technological determinism: Media communication and the technology it uses help shape the society in which we live. 

What is the real effect of a wildly popular magazine in this age such as People Style Watch? What is our perception of our society? Is it the medium or the message again? How does any important issue, product or service become successful in a high tech age?

2.   Applied Rhetorical Communications Theory in IMC and Journalism 1  Read  Competitive Communications Eckhouse Classical Argument and Modern Business and articles on specified communication theory 

·         Uses and gratifications: People use media to fill personal and social needs.

Can the newer cable media go too far with Fox and MSNBC?  Is this the new propaganda age?

·         Agenda melding: People join groups by "melding" agendas.

What about Chinese on-line buying clubs for building commercial communities? Can we integrate business and society with common green agenda?

·         Dissonance: When confronted by new information, people experience mental discomfort and they work to limit or reduce that discomfort.

Do I buy gas from the local BP dealer? Should I give my fiancé a diamond (possibly conflict source)?

3.   Applied Communications Theory in IMC and Journalism 2 (see video for  review)  Eckhouse: Refutation Argument as Inquiry, Strategic Disposition,

·         Parasocial relationships: People establish social relationships with media personalities.

Q scores with Fox, Good Morning America and micro channel hosts. What is the ROI value of “fame”?  Is trustworthiness and branding related?

·         Framing: To make sense of events, we categorize them.

“Progressive is the new liberal”. Who uses the term?  The President’s talking about stakeholders. Who defines the context of business and society?

·         Knowledge gap: The more information in the social system, the more the higher SES groups will gain in knowledge compared to those in lower SES groups.

Food deserts, environmental racism, hourly wages from non-union shops - What is sustainable for whom? And, who decides?

4.   Applied Communications Theory in IMC and Journalism 3 Eckhouse: Ethics in Argument – Classical Fallacies, Managing Ethos – Argument and Credibility

·         Adoption: Adopters pass through five steps--awareness, interest, evaluation, trial, adoption. 

Is the old model too linear as some IMC experts claim? Isn’t adoption even more important in a widely growing technological, entrepreneurial and innovative economy?

·         Cultivation: People who are heavy viewers of TV tend to believe that the "real" world is more similar to the world seen on TV than do light viewers.

What are the marketing and policy ethical issues? What about product alignment with the gullible or less cynical viewers (children, elderly, undereducated)?

·         Symbolic Interaction: People give meaning to symbols and then those symbols control peoples' behavior. 

Why aren’t graphics and imagery more important in IMC? What has happened to semiotics in the classroom and research programs of IMC?

5.    Reputation Case Study in Communications, Paul Argenti book. Case brief and discussion.  

§  Two-step flow: Certain members of society are active consumers of media and become opinion leaders who influence others.

Does this include bloggers, tweeters, those who are linked or use retweet or Bitly or Tinyurl?

6.   Executive Panel on the Role of Communications in Leadership - Best Communication Practices in IMC. Senior managers of communications who participated in design of this class.

7.   Authentic Storytelling Structure and Delivery 1 (supported with video/lab)

·         Spiral of silence: Public opinion consists of those opinions you can express in public w.o socially isolating yourself. 

Will we be allowed to blog about work? Can we be too transparent?

8.   Storytelling Structure and Delivery 2 (Presentation of best examples from lab practice)

·         Social learning theory: Children learn behaviors by watching them, including watching them on TV. 

What balance should IMC put into the system?  What greater damage can advertising do to marketing? Can advertising refocus its power? Doesn’t transparent PR gain in stature?

9.   MARCOM Case Studies in Communications, Argenti, Brief and discussion

·         Elaboration Likelihood Model (ELM): Persuasive messages can be processed using either the central (recipient is motivated) or peripheral routes (recipient is not motivated).

Voting compares to which purchases? Is digital buying central?  How do we process increasing numbers of messages, over increasing numbers of channels?

10.                Midterm Examination on readings and lectures to-date

11.                Advanced Writing and Editing 1 (supported with video/lab) Eckhouse: Managing Ethos: Conciseness; Word Choice, Syntax, Punctuation, Grammar.

AP Manual of Style and Dunsky Chapters 1-4

12.                Advanced Writing and Editing 2 (corporate standards for employment)

AP Manual of Style and Dunsky Chapters 5 to conclusion

13.                Communication Metrics 1,  How communications is measured, Eckhouse:  Electronic Ethos - Computer Revision,

14.                Communication Metrics 2, Simple to sophisticated metrics  Kellogg Advertising and Media, Caywood and Diermeier Chapters

15.                Media Presentation Practice and Theory (supported with video/lab)

·         Agenda setting: The media don't tell people what to think; they tell them what to think about. 

Who is setting the industrial policy level agenda? What about extreme cable as product endorsers. Does it make sense?

16.                Media Case Studies in Communications,  Argenti

17.                Global  and Cross Cultural Communications

·         Cross-cultural Theory and experiences

18.                Global/Cross Cultural Case Studies in Communications, Argenti

19.                Executive Panel on the Role of Global Communications   in Leadership

20.                Comprehensive Final Examination

 Communication Coaching and Labs 10 sessions

Lab sessions for coaching and editing, rewriting would be held weekly for 1.5 hours in groups of around 18 students. The five sessions would meet from 9 a.m. to 5:30 p.m. in a dedicated writing lab.

Writing and Editing 6 assignments from IMC field: The assignments would depend on your background education, experience and testing with your peers. It would continue to include advertising, public relations, direct marketing and general business assignments. All work would be evaluated on progress in performance.

Oral Communications Delivery 4 assignments:  Each student will prepare two 2-3 minute presentations that will be videoed and critiqued.  Some will be presented to the entire student body. 

For my readers who have sponsored individual residencies for the 11 week summer program at NU's IMC graduate program for over 22 years (and donated over $2.2 million based upon the sponsorship of my IMC PR students). Also for alumni to comment on the change from individual to team projects for the summers.

1.Consider Alternative models to teach from a think tank (e.g. opposition strategy research (White House), opposition research (all political campaigns) de-positioning plans (Silicone Valley)).
2.We might give the students an intensive true creative agency or creative unit experience and assignment to broaden our work in IMC.
3.We might send the teams into the SBU level for some period of time to really understand the business.
4.Perhaps some teams ought to work on a project that really challenges them: heavy communications where communications is not their strength or heavy numbers where numbers are their weakness - to bolster their education.
5. Not-for-Profit projects often give you access to higher officials and greater impact - though we used to waive fees 6. The new University President could benefit from an IMC review.
7. Students might master industry software and then offer a "shoot out" or competition at the end of summer 8. Students might work on a project and then work with J. students to use editorial research method to understand j. risks.
9. Students might work on a national competition in marketing, business, - several are available though timing is an issue.
10. Students might work with engineering students or Transportation Center students on doctoral level or technical projects needing marketing communications or communications.
11. Rather than using a four step model or one of the other strategic models; the students should concentrate on only one very, very deep facet of a project.
12. Students should operate as a skunk works mirror team for any number of agencies or company projects. Rapid work would be demanded.
13. On a number of the projects the students can be organized to develop a. IMC literature searches, b. global IMC lit. searches, c. database libraries, d. software libraries and tests, e. theory-tool inventories of the IMC program, f. more 14. Conduct transparent research that is written to be presented at academic and industry seminars by the students for greater awareness 15. Publish the work on a PDF or printed format as an exercise and follow-up to the presentation.
16. Revamp all the ideas above for publication, presentation in China or other relevant countries