Posts Tagged ‘Mary Beth West’

Mary Beth West Consulting Wins “Best in Show” and Sweeps Evening with 11 Awards at PRSA Ceremony May 12

Friday, May 13th, 2011

PRSA Honors Kevin Painter of LeConte Wealth Management with Community Service Award

Maryville, Tenn. Mary Beth West Consulting, LLC, a public relations and reputation management firm in Maryville, Tenn., won “Best in Show” and multiple top honors at the annual awards dinner of the Public Relations Society of America (PRSA) Volunteer Chapter on May 12 at Hunter Valley Farm.

The event also honored Kevin Painter of LeConte Wealth Management with the Community Service Award, which recognizes an individual or organization who has used public relations practices to improve the quality of life within East Tennessee communities.

The agency won “Best in Show” for the 2010 holiday media relations campaign for Dandy Lions as well as 10 “Award of Excellence” honors in the following categories:

  • Public Service: Blount Education Initiative
  • Media Relations: Dandy Lions 2010 Holiday Campaign
  • Public Affairs/Government: Expanding Oak Ridge National Laboratory’s Scientific User Community
  • Marketing Consumer Products: Rainscapes
  • Marketing Consumer Services (Financial): LeConte Wealth Management
  • Marketing Business-to-Business: Interactive Springboard 2010 Launch Campaign
  • Writing (Column): LeConte Wealth Management “Purpose-Built Portfolio”
  • Collaterals (Direct Mail): Rainscapes 2010 Direct Mail Campaign
  • Website (Professional Service): Rainscapes website
  • Blogs: Mary Beth West Consulting “In the Profession” Blog

Joe Bogardus, Mary Beth West, Amy Schwinge, Mallorie Mendence and Tyra Haag following the V Awards ceremony.

Interactive Springboard – a collaboration between Mary Beth West Consulting and Knoxville-based Blue Media Boutique – shared top honors for the newly redesigned Avistelé website; Avistelé Lifestyle Communities is managed by Knoxville-based RenaissancePG.

 “I’m so appreciative of the clients we’ve been privileged to serve,” said agency principal Mary Beth West. “Throughout my career, I’ve held tremendous respect for the public relations profession; my team is honored with the overwhelming response by our colleagues to recognize the work we so highly value.”

Painter – a graduate of Maryville High School and co-founder of LeConte Wealth Management– was  honored with the Community Service Award.

“Kevin has been a client for three years and a dear friend for many years longer,” said West. “Of all the colleagues I have in my age cohort in the local community, I can think of no one who takes on more community service efforts to support the non-profit, social service and arts sectors than Kevin.” 

Established in 2003 and located in the Law Building in downtown Maryville, Mary Beth West Consulting works with clients to advance their communications, relationships and reputations to meet business objectives. 

The firm’s services include integrated brand marketing communications strategies and campaigns; media, community and employee relations programs; social and interactive media strategies and program management; crisis preparedness; and special events.

Ethics Train Wreck or Artistic Endeavor?

Monday, May 2nd, 2011

By Mary Beth West, APR

A few months ago, when I read the Knoxville News Sentinel story of what took place on the UT campus the week of March 7, and then later the campus newspaper story as well, I was left more than a little flabbergasted, as were many of my colleagues. 

Activist organizations like the “Yes Men,” such as they are, have become something of a growth industry in this past decade worldwide, using unconventional and sometimes downright unethical communications tactics, largely fueled by the Internet, to make their political or social statements. 

This session was orchestrated by a UT professor in the School of Art (part of the Humanities Department), who is quite respected and accomplished in printmaking and other fields, but who has an interesting take on hoaxes in general, apparently viewing them as more of an artistic endeavor than the more pragmatic reality that constitutes my worldview.

I’ve been trying to understand this perspective but can’t quite seem to get from Point A to Point B on it.  It’s a situation where I want to be respectful of other viewpoints, but at the same time, I feel like the viewpoint I represent on behalf of my profession needs to be heard, too.

That’s why I appreciated New Sentinel Business Editor Bill Brewer publishing my column this past Sunday in response to the presentation at UT.  I hope that if nothing else, it will make the point that there is an ugly flip-side to engaging in this kind of behavior in the name of activism (or art) that can permanently haunt one’s résumé, not to mention create a major public disservice.

I also hope it will make the point to UT’s administration and the bizarre litany of underwriters to the Yes Men event that next time a group like this one is invited to campus, it sure would be a great idea to present an alternate point of view – hopefully one that offers just as much persuasion to students to take a different path to achieve their goals.

Incidentally, kudos to UT College of Communication & Information Dean Mike Wirth, who chose not to be an underwriter of the Yes Men presentation.   I think it was the right decision and certainly one that admirably rejected the type of message that was put forth back in March, virtually unchecked at the event itself.

The “Smoldering” Crisis: What to do when a crisis situation slowly unfolds

Monday, April 18th, 2011

By Mary Beth West, APR

Fires.  Explosions.  Crashes.  Natural disasters.  People dead or injured.  Business operations destroyed or seriously impaired. 

When most people think of a company crisis, visions of these types of immediate and overwhelming scenarios often run through their minds.

But what about crises that are slow-moving?  The ones that you can see coming from a mile away yet cannot stop or avert, and upon arrival seem to last an eternity, all the while continuously generating all the wrong headlines as well as all forms of negative attention?

In the profession, we often call these “smoldering crises” – ones that ignite a very slow and steady burn.  Examples include situations involving government regulatory actions, litigation, product recalls, investor or consumer activism, and the list goes on.

Companies and organizations should consider these types of possible scenarios as they formulate and regularly review their crisis management and communications plans.  Just as they should in sudden emergencies, management leaders should keep a proactive mindset when considering how they deal with these types of situations.

Some tips for managing a smoldering crisis:

  • Keep your head out of the sand, and deal with pending situations head-on.  When the possibility of the slow-moving crisis first starts appearing on the horizon, don’t treat it as an aberration that’s bound to amount to nothing.  Valuable planning and response time will be lost when that assumption is proven not to be the case.
  • Get a handle on the crisis scope and potential brand impact.  Understand the mindset of the stakeholders who will be most immediately impacted, taking into account the concentric spheres of influence that each stakeholder group also reaches through their own communities, traditional media, social media, etc.  Don’t be hesitant about using market research ahead of the game to start testing messages as well as public reactions to certain policy stances.
  • Develop the operational and the communications response.  Capture the probable sequence of events expected to unfold in a timeline, then process-map specific actions and messages that should follow accordingly.  Stay flexible and immediately responsive as circumstances change, perhaps unexpectedly. 
  • Make sure legal and communications teams work together effectively.  The CEO has to drive the train here and create an environment in which both areas of expertise are engaged, hold an equal seat at the table and can arrive at reasonable solutions that neither enflame liability risk nor destroy reputation through a policy of non-communication.

Smoldering crises have every bit as much the potential to inflict long-term reputational and financial damage as ones that happen in an instant.  Stay in tune with your organization’s risks for these events, and as always, don’t wait to do tomorrow what you can do today to prepare and respond.

Communities Have to Know Who They Want to Be for Economic Future

Monday, March 28th, 2011

By Mary Beth West, APR

We’ve focused some of our blog posts this month on the topic of public relations’ impact on local community development. 

As business enterprises in and of themselves, municipal entities and the organizations that support them – such as chambers of commerce, industrial boards and special economic development initiatives – must have a cohesive business plan in order to achieve prosperity for a local community.

Some interesting and rather challenging aspects drive how these entities must operate along these lines:

  • Achieving buy-in and unity – Because of the diversity of stakeholders within any community, one of the foundational pieces of getting a cohesive business plan together rests with the buy-in part.  Different stakeholders inevitably want different things from their community’s future, and even if the end-game is relatively agreed-upon, there may be a dozen different opinions as to strategy and methods.  Strong, collaborative leadership in a community is absolutely essential in arriving at the core business plan, inclusive of goal, objectives, strategies and tactics.
  • Looking long, long-term – Local cities and regions know better than any other types of organizations that you can’t just flip a switch with the creation of a business plan and suddenly achieve all you’ve set out to be.   These groups’ leaderships must be visionary in their approach, easily looking 20, 30, even 50 years into the future to develop their game plan for infrastructure development.  That infrastructure ultimately has to build, attract and retain the types of business and industry that will make their community produce the quality of life desired for current and future generations.
  • Creating an effective brand – Mobilizing a city or region’s business plan with an effective marketing program represents a critical component of building the area’s future.  So few regions get to the point of creating a strategy that works.  Often, a cohesive brand and supporting message never gels because the community just can’t ever agree what they want to be or how they want to leverage their assets (i.e. the buy-in and unity problem).  Other times, the message that’s ultimately developed just isn’t authentic . . . it doesn’t ring true with the decision-makers potentially locating their businesses in the area, for example.

I participated a few weeks ago in a terrific program hosted by Leadership Blount, “Generations at Work,” which was hosted at the Blount campus of Pellissippi State.  Attendees from late-teens in age through four generations up (Millenials, Generation X, Boomers, Matures) were in attendance, all discussing how Blount County will be impacted by the needs of an age-diverse community.

Each generational group was asked to break into individual sessions to discuss what the top community priority should be.  Interestingly, all of the groups unanimously arrived at education as a priority, if not the priority, of the future.  

This type of exercise involving community members as well as decision-makers is an excellent example of how communities can launch an effort to develop a strong business plan for their futures.  For an initiative of this sort, the best public relations plan evolves from the inside-out.

Team Reflections on Japanese Culture in the Face of Crisis

Tuesday, March 15th, 2011

By Mary Beth West, APR

Like the rest of the world, all eyes here at our company have fixated on Japan since last week.  Earthquake-driven natural disasters have taken an unbelievable toll worldwide throughout the past decade. 

Apart from pulling out checkbooks and supporting the relief effort, the best most of us can do is to observe and learn as many lessons as possible from what we’re witnessing.

A few interesting elements of the Japanese response are rooted in the culture.  Our co-worker, Joe Bogardus, worked as director of marketing communications for Eastman Kodak’s Japanese Region based in Tokyo during the late 1980s.  Among the observations he has shared with our team:

  • It’s encouraging to see the level of worldwide aid not only being offered but also being accepted by Japan.  “During the Kobe quake disaster in 1995, the Japanese government did not accept gifts from other countries, by and large,” Joe said.  “This is a hold-over from the isolationist days before the arrival of Admiral Perry and a sense of duty the government feels to protect the people.  Japanese culture also dictates when receiving a gift, you must give a gift in return of greater value. So there is hesitancy on the part of the Japanese to get into a gift reception cycle.”

“I think their current government is realizing that this potentially is a crisis that will reach beyond their borders, and they need help from as many people as possible,” Joe said.  “From what I have seen and heard, the Japanese are welcoming assistance not only from allies such as the U.S., but also from their regional and ancient rivals – the Koreans, Chinese and others as well.”

  • As the Fukushima Dai-ichi nuclear power plant situation has become an unfolding disaster all its own, the way that information is being managed by the Japanese government will probably prove to be another element that crisis managers will use as a future case study. 

“It’s not surprising to see the Japanese prime minister or cabinet-level ministers serving as the primary spokesperson during the crisis, unlike other disasters such as the BP oil spill, where here in the U.S. we routinely heard from multiple spokespersons within our government and the company itself,” Joe said.

Joe said it’s also worth closely observing how much information is coming from the front-line levels of the nuclear power plants.

“In Japanese culture, you don’t want to be the bearer of bad news,” he said.  “To do so traditionally translates into an ‘I’ve failed’ subtext, and the associated stigma means that you’ve brought dishonor not only upon yourself and your organization, but also on your entire family.  It’s a pretty tough cultural element, and it will be interesting to see how – or if – this social norm is playing itself out in terms of how much accurate information on the severity of the situation is making its way up the Japanese government chain of command.”

For the sake of public safety, it’s our hope that as complete and as accurate an information flow will take place throughout the days to come.

Earth to TSA: Unions for “Employee Engagement” Aren’t the Answer

Thursday, February 17th, 2011

By Mary Beth West, APR

With our blog focus this month on PR and the power of the relationship (it having been Valentine’s and all), we couldn’t help but notice in recent weeks the headline about Transportation Safety Administration (TSA) airport screeners’ successful efforts to unionize.  While we recognize and respect unions’ right to advocate for the interests of their memberships, a primary rationale for the start-up of this particular one, as put forth by TSA chief John Pistole, leaves us bewildered about the means to the end.

According to his quote in the February 5-6 hard copy of The Wall Street Journal: “The safety of the traveling public is our top priority and we will not negotiate on security. But morale and employee engagement cannot be separated from achieving superior security.”

Note to Washington: There’s more than one way to skin a cat.  When it comes to developing employee morale and engagement, there are far more efficient ways to achieve those outcomes.

As if the TSA doesn’t have enough public scrutiny and criticism bearing down on it between the pat-down / scanner uproar of several months ago, the agency now seems to be inviting a whole new onslaught of public frustration about whether the TSA is all about nimble expedition of safety and security, or, more about job and wage/benefits protection for its government employees.

If employee morale and engagement is the end game, then we’d like to offer a far more streamlined solution: a substantive program of employee communications and internal team relationship-building.  Such a program can be implemented at a fraction of the cost and, if executed well, can produce the desired benefits with none of the negative down-side. 

It’s another example of how the public relations profession offers efficient business solutions through smart, relationship-driven programs . . . and case study upon case study proves that employee communications work in powerful ways to solidify a focused, productive workforce. 

The work of the TSA is critically important to the safety and well-being of our citizens.  Those employees certainly deserve respect and to have every advantage associated with a fair workplace. 

While the TSA seems to have charted its course on this issue, we hope other government agencies working at all levels within this country will make more effective use of public relations strategies and tools to achieve their goals, for internal and external audiences alike.

Building Strong Media Relationships

Friday, February 11th, 2011

by Tyra E. Haag
@tyratuckerhaag

Building solid relationships with the media can seem like you’re walking a tightrope – one shaky move and you’re done.

It’s easy to say, “I want to have a good relationship with the media,” but it’s another thing to actually have one.

There are a few ways to describe the daily encounters I face as a media relations coordinator — give and get, push and pull or yin and yang.

Building strong media skills takes practice, but it’s important to remember not to go at it alone because working with the media is not for everyone. That’s why professionals like us exist.  We’re here to help take the burden off our clients of what to say and do with the media so that they can focus on what they do best – run their company.

Here’s my personal media relationship-building philosophy:

  • Be sincere: No one likes a fake. I can’t do my job without solid media skills, so it’s always best to practice the golden rule when it comes to pitching story ideas, following-up via the phone or exchanging information through e-mail. A simple thank-you can go a long way, not to mention a nice hand-written note of appreciation.
  • Stay informed: Keep up-to-date with topics going on in mainstream media – locally and nationally. Utilize editorial calendars to see what is top-of-mind for these news organizations and fit them to your clients’ needs where appropriate.
  • Do your homework: Don’t waste their time or yours. Be sure to research who you need to contact before picking up the phone or hitting the “send” button. Make sure what you’re pitching on behalf of your client is actually interesting and newsworthy.
  • Get creative: Meet for lunch, go out for coffee or ask for a 15-minute chat with whomever you want to get to know better. A face-to-face encounter can take you from an unknown individual to a trusted and respected news source.

Bottom line: I can’t do my job without having a strong relationship with the media.

For more information and tips about building strong media relationships, please visit the following media-related topics previously posted on the MBWC blog:

Media Relations: What Works (Part 1) and Media Relations: What Works (Part 2) by Tyra E. Haag

Cookie-Cutter Approach Costly and Ineffective in Social Media

Monday, February 7th, 2011

Interactive Springboard and Bryant Research to Share Development Do’s and Don’ts at Feb. 9 Memphis Meeting of PRSA

Knoxville, Tenn. Websites, social media and other interactive communications can involve many similar processes to develop, but companies should beware of being sold a “cookie-cutter” approach when creating these tools for their own brands, according to Knoxville-based joint venture Interactive Springboard.

Tori Rose of interactive firm Blue Media Boutique, LLC, and Mary Beth West of public relations firm Mary Beth West Consulting, LLC, will partner with independent market researcher Rebecca Bryant of Bryant Research to present do’s and don’ts of interactive tool development at the Public Relations Society of America (PRSA) Memphis Chapter’s 11:30 lunch meeting at Fogelman Executive Conference Center on the University of Memphis campus, Wednesday, Feb. 9, 2011.  

The message: template-driven approaches can be profitable for interactive agencies and firms that sell website and social media development, but they rarely produce good results for the client.  

“It’s like many industries steeped in manufacturing or process-driven business models,” West said.  “The way many interactive firms want to make the most money fast is to develop a “cookie-cutter” approach that can be packaged and sold to produce websites, mobile applications and other social media programs.  But if those tools aren’t driven by a well-researched understanding of the client’s brand, its audiences and what the user experience needs to be, then it can be a major disservice to clients – namely, a waste of money.”

“Customization is the hallmark for any interactive tool to be effective,” Rose said.  “Every company is unique, with its own set of products, services, audiences and competitive marketplaces.  The tools of social media must reflect the brand’s uniqueness in order to provide a meaningful customer experience online.  There’s just no way to easy-bake that outcome.”

Rose and West will share reasons and strategies for avoiding generic online marketing communications at the February 9 PRSA event. They will also present with Bryant Memphis-focused results of Interactive Springboard’s 2010 statewide study, focusing on how communications professionals view social media’s importance and challenges.

About Interactive Springboard
Interactive Springboard is a joint venture between women-owned firms Blue Media Boutique, LLC and Mary Beth West Consulting, LLC, providing an integrated, research-based approach to social media, supporting client communications and business objectives.

The Truth of Reagan

Monday, February 7th, 2011

By Mary Beth West, APR

No big surprise this weekend that Peggy Noonan offered up one of the most poignant and insightful columns on the man who was Ronald Reagan, as the country recognized this past weekend what would have been his 100th birthday. 

As a child who came of age in the 1980s, I remember many flashbacks of that presidency.  Sitting in my third-grade classroom when another teacher from across the hall burst in to turn on the television coverage, just as the world learned President Reagan has been shot.  The eloquent speeches upon the Challenger disaster and visiting the Berlin Wall.  The tough stance on the air traffic controllers during their strike, which, incidentally, threatened my family’s flight travel plans to Daytona that year (proper motivation for deeply engraining the memory in a then-9-year-old mind).

When I wrote a college scholarship essay in the spring of 1990 prior to my freshman year at UT, my topic was on Reagan.  I knew at that point that I planned to enter the communications profession, so what better subject matter than “the great communicator”? 

Truthfully, though, until doing my research for that paper, I had never heard him described by that phrase before.  What I knew of Ronald Reagan from my childhood created something of an ideal for me – that every president was supposed to be able to speak like him, emote like him, convey a sense of pride, security and confidence, as he did for me. 

I was not of a specific political mindset at the age of 18, mind you . . . my feelings at that time about President Reagan had little if anything to do with political ideology.  It had everything to do, though, with the way he made me feel as a very young person about my country. 

As I read Noonan’s column, it evoked the memory of what resonated most about Reagan to me, during my childhood and continuing to this day: you knew where the man stood on matters. 

Those stances – whether you agreed with them or not – were always exceptionally well-considered and pondered to the finest detail, as demonstrated in the way he explained them to the public, so that you knew that the position he ultimately took had real meaning and backbone behind it. 

It wasn’t something the RNC or any political faction pushed him to say or do.  It wasn’t a strategic check of polling data.  It was his position and his alone.  He wasn’t afraid to be judged for his positions, because he knew he could stand firm on the quality of his own considerations, rooted in the values he held. 

There is a truth to that way of leadership that is undeniable.  In fact, it’s powerful beyond words . . . even enough to spur a critical mass of Democrats to vote for someone as conservative as Reagan certainly was.

Now as a professional communicator myself, specifically in the public relations profession, in which so many people to this day quite erroneously think truth-telling is an oxymoron, I find myself seeking out clients, co-workers and colleagues who operate with this brand of authenticity as their foundation.  They can certainly come from all walks of life and political viewpoints, and they do, and I relish the diversity.

But knowing who they are, what they’re about, and what they stand for are the central touchstones of what make me seek these kinds of people out.  I probably have the 40th president to thank for making me so consciously aware of how much I value those qualities in others, as well as how much I value this approach in the work I do.   

A Purpose-Driven Communications Strategy

Wednesday, January 19th, 2011

by Tyra E. Haag

What’s your communications strategy for 2011? How do you plan to implement it?

According to a 2009 speech from Emory University Goizueta Business School’s Paul Carroll, “Plenty of lessons can be learned from the glut of businesses that have fallen under the swift sword of merciless recession. There are a number of mistakes being made, but the number one cause of failure is misguided strategy – not sloppy execution, poor leadership or bad luck.”

Although there’s a light at the end of the economic recession tunnel, it’s still paved with a few speed bumps known as fear, doubt, confusion and uncertainty.

This means being more strategic and purposeful in all facets of communications efforts. Most economic experts forecast a somewhat brighter economic outlook this year. Don’t get too excited yet. In order to get more bang for your communications-budget buck, take a moment to make sure your approach is an appropriate one.

This Thursday, Mary Beth West, principal of Mary Beth West Consulting, LLC, and Tori Rose of interactive firm Blue Media Boutique, LLC, will partner with independent market researcher Rebecca Bryant of Bryant Research to present do’s and don’ts of interactive tool development at the Public Relations Society of America (PRSA) Volunteer Chapter meeting at 11:30 a.m. at Rothchild’s in Knoxville.

Their message to the chapter is a simple one: cookie-cutter approaches to social media are costly and ineffective. Template-driven approaches can be profitable for interactive agencies and firms that sell website and social media development, but they rarely produce good results for the client.  

Although social media is just one facet of an overall communications strategy, customization is the key when developing a plan for the New Year. Organizations must keep in mind that a communications strategy is not a one-size-fits-all deal. What works for one company may not work for another. 

Allow me to reach into my bag of sports analogies.

The University of Tennessee Men’s Head Basketball Coach Bruce Pearl’s mantra of having his players always be fired up, focused and prepared, has served both him and his teams well over the years.

Former Vol basketball standout Chris Lofton says of Pearl, “When he first got to Tennessee, I was just a shooter,” the three-time All-American said. “But by the time I left, he and his staff turned me into a scorer.”

Fired up. Focused. Prepared. Shouldn’t your 2011 communications strategy represent that same mantra?

Now, make it a goal to not only shoot but also score with your communications efforts in 2011. Of course, if you need a little coaching along the way, our team is here to help you with a game plan.