"They must be guilty of something: if not murder then stealing deodorant."

"They must be guilty of something: if not murder then stealing deodorant".

Reference to David Protess' Huffington Post Story on Anthony Porter: http://www.huffingtonpost.com/david-protess/anthony-porter-released_b_2250292.html  There was a period of time in state and federal government when many innovative programs were developed with the help of universities and research institutes. For example, in Wisconsin in the 60's and 70's under progressive and balanced state leadership we were able to admit with compensation that the state might have falsely charged someone (we had no death penalty to commit the ultimate mistake). The state used victim compensation laws when it failed to protect our citizens from losses caused by criminals. State funded programs seemed to provide a social balance. Our priorities today seem out of order. Illinois government can't seem to get anything right. It is convenient for judges, state's attorneys and harsh administrators' to assume that someone charged must be guilty of some crime even if they were innocent of the crime they were originally charged. These may be tough times economically but when did we lose our sense of balance and justice? http://www.huffingtonpost.com/david-protess/anthony-porter-released_b_2250292.html

Distance Learning/Teaching - Hybrid Model

For many decades the University of Wisconsin-Madison used distance learning methods as part of their out-reach to rural parts of the state and to reach busy professionals. Experience for several years as a Business School professor with a Medical School Administrative Medicine MBA style degree defined the value of a hybrid program.

Hybrid is defined as using a combination of distance technology learning and face-to-face teaching. The model used contact via available relevant technology (from slow scan video in the 1970s, digital voice and video conference calls in the 1980s, web-based text and video in the 90s and 3-D in the past decade). It also used stone and glass classroom bookends of class start-up and closing. Graduation was an option of in person or by distance.

While some classes may be taught purely at a distance; the very high cost and challenges of many professional degree classes would seem to demand a mix of more face-to-face networking through direct human interaction. I would suggest a mix of 80 percent distance with 20 percent interpersonal in a classroom.

While many universities and corporations use various forms of distance learning for certificates, degrees http://www.medill.northwestern.edu/imc/imconline.aspx and even simple meetings (see www.Gronstedtgroup.com), the discussion is still open on the success of pure and hybrid models.  Even if a program used only distance learning technology; as a student or participant I would be very tempted to plan a face-to-face meeting during the program and before graduation.
 Clarke L. Caywood, Ph.D. Professor, Northwestern University

It is nearly Movember. Grow a mustache for men's cancer awareness

It is nearly Movember. It will be men's cancer month and it is now time to being growing a mustache to  raise awareness. http://us.movember.com/

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View a brilliant gift of pictures, words, music on theTsunami by a Japanese grad student who visited Northwestern. Thank you Yoko Tsuneki. http://lnkd.in/3Exa7d

An extraordinary Japanese woman, Yoko Tsuneki, visited the U.S., Northwestern University with her classmates from Otaru University and our home. With her friends and my family watching she showed a video gift of photos, music and words from her heart and the Japanese people for the support during their earthquake an Tsunami.  The fews minutes of photos, words and music are very moving and a tribute to the men, women and organizations like www.aidmatrix.org who gave help and continue to help. 

View a brilliant gift of pictures, words, music on theTsunami by a Japanese grad student who visited Northwestern. Thank you Yoko Tsuneki. http://lnkd.in/3Exa7d. Please post the link on your sites.

PRjournalism or Content Management as a Career in PR

PRjournalism (PRournalism) or Content Management as a Career in PR  for 10th edition of Advertising &IMC: Principles and Practice Sandra Moriarty (Author), Nancy D Mitchell (Author), William D. Wells (Author)

Clarke Caywood Ph.D.,

Professor, Medill School, Journalism, Media, Integrated Marketing Communications at Northwestern University. He is author of The Handbook of Strategic Public Relations and Integrated Marketing Communications, 2012. Inspired by Handbook Chapter by Smith and Caywood

One trend that suggests journalism and public relations have a future in organizations other than traditional reporting. The trend is seen in Technorati (2011) trends in blogging on the subjects of business and technology. They increasingly dominate non-hobbyist sectors of the blogging field providing journalism style content and a promised degree of journalistic credibility.  Technorati stated that Professional Part- and Full-Time bloggers represent 18% of the total group. Independent bloggers use blogging as a way to supplement their income, or consider it their full-time job. Technorati also notes that corporate bloggers make up 8% of the blogosphere. They blog as part of their full-time job or blog full-time for a company or organization they work for. These bloggers primarily talk about technology and business in their blogs. Thirteen percent of the blogosphere is characterized as entrepreneurs or individuals blogging for a company or organization they own. 84% of these bloggers blog primarily about the industry they work in, with 46% blogging about business and 40% about technology.  http://technorati.com/social-media/article/state-of-the-blogosphere-2011-introduction/http://www.techcrunch.com/2009/03/10/are-blogs-losing-their-authority-to-the-statusphere/globally. http://blogs.msdn.com/alexbarn/archive/2005/10/08/478598.aspx.  Blogging, twitter, Facebook, LinkedIn, Avatar sites, even newspapers, magazines and broadcast will demand more outlets not necessarily lead by traditional journalists but by a new career path of PRournalists combining PR and journalism as modern content managers and providers. 

Public relations and journalism as “Prournalism” - First C:  Content

The first issue of “who will provide content” is a contemporary topic that is argued by surviving members of the press, by researchers in the automated delivery of journalism and by investors in new media systems.  If a precipitous decline in the numbers of traditional news hunters and gatherers means a relative decline in content; then new sources for news content, information and even entertainment content will have to be developed, staffed and supported. The content will certainly be needed for the rapidly increasing numbers of newer channels of communications.  However, while traditional journalistic channels are dying in some countries, they are growing rapidly in others such as China.  The growth and demand for content includes the growth of advertising and public relations to feed the dragon. Journalism has always been an experimenter in new media as has public relations. From a mirror perspective, both fields have served the public and their audiences with useful content and often credible communication standards.  Caywood and Smith in Caywood, 2012.

The future seems to be the logical placement of traditional journalists and new journalists into a wide range of organizations from hospitals, to NGOs, to churches, to government and politics to the largest potential content provider - business.  New “third party journalists” may be former journalists and new crops of young journalists able and willing to deliver content. They will likely deliver this content from their catbird seat in many legitimate organizations with huge quantities of digital information to share for free.  Editors in surviving journalistic pipelines may be charged with determining the credibility of the content of the wider and wider range of content providers. This may be more proactive than simply tossing away the past high percent of public relations generated content. 

 

Second C:  Credibility

Credible content and context may be most critical during a crisis in any institution. Based on the research literature of the value of communication during organizational crises, it is fair to suggest that each of the institutions in crisis or calamity conditions would benefit from professional communications. (Englehart in Caywood, 2012). Academic fields such as public relations and organizational communications define themselves in thought and practice as offering to retain, regain and maintain the reputation of organizations and their leaders using behavior and two-way (or more) communications.

The field of public relations is defined as “the profitable integration of an organization’s new and continuing relationships with stakeholders, including customers, by managing all communication contacts with the organization that create and protect the brand and reputation of the organization. Caywood, 1997 and 2012 (Kindle Edition 2009/2012) and “Public relations helps an organization and its publics adapt mutually to each other.” PRSA, 2009,) There must be trust and credibility in that relationship.    In the past decade most of our cherished institutions have lost their credibility as defined by trust (Edelman Trust Barometer http://www.scribd.com/doc/79026497/2012-Edelman-Trust-Barometer-Executive-Summary) or according to the public view (Pew Research http://www.people-press.org/). 

All institutions are loved, abhorred or not noticed by one stakeholder group or another at some point in time.  Who will speak credibly about the missions of our social, economic, political and governmental organizations? It seems reasonable to suggest that the students from journalism/advertising/public relations programs with their long tradition of credibility and content development through teaching of journalistic knowledge and skills can provide an educated and trained source of institutional creditability and content.

Earned Press Essay for forth coming Sandra Moriarty Text Book

A Matter of Principle in Advertising (9th Edition) by Sandra Moriarty, Nancy D Mitchell and William D. Wells

Clarke Caywood Ph.D.,

Professor, Medill School, Journalism, Media, Integrated Marketing Communications at Northwestern University. He is author of  The Handbook of Strategic Public Relations and Integrated Marketing Communications, 2012.

Ask advertising directors in a company or agency what profitable target media they have chosen for message delivery for their new corporate or product/service brand strategy. They will probably give a list of traditional mass media advertising vehicles.

Then ask the PR director in the same company or company PR agency what the targeted media will be for the same program. It will often be a list of news and feature story outlets in web social media or traditional print and broadcast .

In an integrated approach to media planning, the communication leaders should logically be targeting the same media to reach similar readers, viewers, and listeners. If not, the C-Suite—chief executive officer, chief financial officer, and chief marketing officer—in the client company would want to know why not.

These newer models of media planning seem to be aligned with the growth of the large holding companies that contain advertising, direct database marketing, e-commerce, public relations, and, now, media buying agencies where coordination and cross-functional planning are essential.

In the IMC program at Medill, we define integrated media planning as “coordinated research, planning, securing, and evaluation of all purchased and earned media.” Earned media

is used by marketing and PR practitioners to differentiate paid media about a product, service, or company (advertising, promotions, direct mail, Web ads, etc.) from positive or negative broadcast, print, and Internet media articles and simple mentions about the product, service, or company. The term earned  should beused to avoid the term free, which accurately suggests the company does not pay the media for the placement.  The term free also  does not address the fact that the publication of such stories requires hours of  billed effort or years of experience by PR professionals to persuade journalists to cover the product, service, or company for the benefit of their readers or viewers.

Just as selecting media for advertising has become a science and management art, the field of selection and analysis of earned media (including print, broadcast, tweets and blogs) for public relations is now more of a science. Today the existence of far richer database systems assists media managers who want to know which reporters, quoted experts, trade books, new publications, broadcasts, bloggers, and more are the most “profitable” targets for public relations messages. In other words, when we refer to media planning

, we mean coordinating and jointly planning the earned media of public relations along with advertising and other purchased media.

Using the new built-in media metric systems from research firms, PR directors can calculate return on investment on advertising versus PR. With PR, they can read and judge a range of positive, neutral, or negative messages, as well as share-of-mind measures of media impact, advertising equivalency estimates, and other effectiveness indicators (see Caywood, Chapter 3, 2012 Handbook of Strategic Public Relations and Integrated Marketing Communications, 2012.

Now, when the chief marketing officer and other C-Suite officers ask the integrated agency directors of advertising, public relations, or IMC if the media are fully planned to reach targeted audiences, they can answer affirmatively.

New Book on Reputation Forthcoming by Editor Craig Carroll See Chapter 10

1 Corporate Reputation and Communication Craig Carroll
SECTION 1 Communication Disciplines of Reputation 5,000 words 
2 Public Opinion Cees van Riel Corporate Reputation and the Discipline of Public Opinion
3 Interpersonal Communication Sherry Holladay Corporate Reputation and the Discipline of Interpersonal Communication
4 Organizational Communication Robyn Remke Corporate Reputation and the Discipline of Organizational Communication
5 Advertising Nora J. Rifon* Corporate Reputation and the Discipline of Advertising
5  Karen Smreker
  Sookyong Kim
6 Corporate Communication Peggy Simcic Brønn Corporate Reputation and the Discipline of Corporate Communication
7 Public Relations Judy Motion* Corporate Reputation and the Discipline of Public Relations
  Sally Davenport
  "Shirley Leitch*
   Liz Merlot
8 Management Communication James O'Rourke, IV Corporate Reputation and the Discipline of Management Communication
9 Communication Management Anne Gregory Corporate Reputation and the Discipline of Communication Management
10 Integrated Marketing Communication Clarke L. Caywood Corporate Reputation and the Discipline of Integrated Marketing Communications
11 Marketing Communication Richard Varey Corporate Reputation and the Discipline of Marketing Communication
12 Journalism and Mass Communication 
13 Visual Communication Susan Westcott Alessandri Corporate Reputation and the Discipline of Visual Communication
14 Mass Media Law  Karla Gower  Corporate Reputation and the Discipline of Corporate Communication Law
15 Cross-Cultural Communication Kevin Abraham Corporate Reputation and the Discipline of Cross-Cultural Communication
SECTION 2 Theoretical Perspectives 7,000 words 
  
16 Agenda-Building and Agenda-Setting Matt Ragas Agenda-Building and Agenda-Setting Theory: Which Companies We Think About and How We Think About Them
17 Complexity theory  Priscilla Murphy  Complexity Theory and the Dynamics of Reputation
  Dawn R. Gilpin
18 Communication Constitution of Organization Stefania Romenti Communicatively constituted reputation and reputation management
  Laura Illia Communicatively constituted reputation: applying the organizational communication perspective to reputation management
19 Excellence Theory  Jeong-Nam Kim "A Strategic Management Approach to Reputation, Relationships, and Publics:
The Research Heritage of the Excellence Theory
"
  Chun-ju Flora Hung-Baesecke
   Sung Un Yang
  James E. Grunig
20 Image Repair Theory  William Benoit  Image Repair Theory and Corporate Reputation
21 Institutional Theory John Lammers The Institutionalization of Corporate Reputation
  Kristen Guth
  
22 Organizational Learning Tim Sellnow Experiencing the Reputational Synergy of Success and Failure through Organizational Learning
  Shari Veil
  Kathryn Anthony
23 Rhetorical Theory  Øyvind Ihlen  Relating Rhetoric and Reputation
24 Situational Theory of Crisis  Timothy Coombs  Situational Theory of Crisis:  Situational Crisis Communication and Corporate Reputation
25 Social Capital  Vilma Luoma-aho  Corporate Reputation and the Theory of Social Capital
SECTION 3 Attributes of Reputation  
26 Corporate Attributes and Associations  Sabine Einwiller  Corporate Attributes and Associations
27 Executive Leadership  Juan Meng  What They Say and What They Do: Executives Affect Organizational Reputation through Effective Communication
  Bruce K. Berger
28 Workplace Environment  Hua Jiang  Corporate Reputation and Workplace Environment
29 Corporate Governance Justin Pettigrew Corporate Reputation and the Practice of Corporate Goverenance
  Bryan Reber
30 Products and Services  Pan Ji   Buying and Selling Friends: Valuating Products and Services in Corporate Reputation
  Paul S Lieber
31 Corporate Social Responsibility  Friederike Schultz  Corporate Social Responsibility, Reputation and Moral Communication: a Constructivist View as Alternative to Functionalist, Political and Culturalist Perspectives
32 Financial Performance  Alexander Laskin  Reputation or Financial Performance: Which Comes First?
33 Issues and Risk Management  Bob Heath  Who's in Charge and What's the Solution? Reputation as a Matter of Issue Debate and Risk Management
34 Message Design Peter Smudde Message Design for Managing Corporate Reputations: Form Following Function
  Jeffrey Courtright*
SECTION 4 Contexts of Reputation  
35       Activism Jarol Manheim Contrabrand: Activism and the Leveraging of Corporate Reputation
  Alex D. Holt
36 Authenticity Juan-Carlos Molleda Identity, Perceived Authenticity, and Reputation: A Dynamic Association in Strategic Communications
  Rajul Jain
37 Branding Esben Karmark Corporate Branding and Corporate Reputation
38 Corporate Speech  Robert Kerr  Corporate Reputation and Corporate Speech
39 Diversity Damion Waymer Corporate Reputation Management and Issues of Diversity
  Sarah VanSlette
40 Emerging Markets  Rahul Mitra "Corporate Reputation in Emerging Markets:
A Culture-Centered Review and Critique"
  Mohan Dutta
  Robert J. Green
41       The Internet and Social Media Tina McCorkindale The Power of Social Media and its Influence on Corporate Reputation
  Marcia W. DiStaso
42 Management Fashion Theodore E. Zorn The reputation of corporate reputation: Fads, fashions, and the mainstreaming of corporate reputation research and practice
  Magda Pieczka
43 Reputation Rankings  Jennifer Bartlett  Reputation and Legitimacy: Accreditation and Rankings to Assess Organizations
  Josef Pallas
  Magnus Frostenson
44 Secretive Organizations Craig Scott Hidden Organizations and Reputation
SECTION 5 Communication Research and Evaluation  
45 *Corporate Reputation and Evaluation Don Stacks Corporate Reputation Measurement and Evaluation
  Melissa D. Dodd
  Linjuan Rita Men
46 Corporate Reputation and Return on Investment  Yungwook Kim  Corporate Reputation and Return on Investment (ROI): Measuring the Bottom-line Impact of Reputation
  Jungeun Yang