Don’t you hate it when bloggers complain about a company’s actions, yet don’t offer any advice or alternative solutions?
That’s kind of what I did yesterday–when criticizing BP. Well, shortly after publishing that post, I turned to Twitter and started tweeting random ideas that BP could use to be more, well, Radically Transparent. The tips literally took me 10 minutes to come up with, yet were well received by those following me.
So, I thought I’d close the loop on yesterday’s post and share them here.
BP oil spill crisis tip #1: Make each BP station a place for people to share concerns & suggestions. Instead of letting them boycott their local BP station–and drive on by–why not set them up as polling stations. Let people stop in and share their complaints, concerns and suggestions.
BP oil spill crisis tip #2: Hold local town-hall meetings. Let them vent to the CEO directly, instead of venting online.
BP oil spill crisis tip #3: Invite someone like @Scobleizer to follow the BP CEO with a video camera. Show how hard he’s working each day, so people can see he’s as concerned as he says he is.
BP oil spill crisis tip #4: Set aside a large fund for clean-up – say $20 billion – with a promise that any left over will go to environmental non-profits.
BP oil spill crisis tip #5: If you let Facebook users comment on your fan page, maybe they wouldn’t feel the need to create alternative complaint page! Open up your Facebook page to comments and take them like a man!
BP oil spill crisis tip #6: You have a Flickr page, but how about a Flickr Group? Let users submit photos of areas that need clean-up, tagged with GPS coordinates so BP can react.
BP oil spill crisis tip #7: People care about their own back yard. Set-up a Google map that lets me click & see info/videos/images of how the oil effects in my town!
BP oil spill crisis tip #8: Provide a timeline of…What happened? How’d it happen? What’s been tried? What failed? What worked? What now? What next? In other words, be Radically Transparent! ;-)
BP oil spill crisis tip #9: For your TV ads, don’t show me your CEO in a clean, pressed shirt. Show him with his sleeves rolled up & helping…you know, like he really cares!
BP oil spill crisis tip #10: If I drank a shot for each corporate soundbite in this http://gri.ms/KSB3 – my liver would need removing. Talk to us in English!
BP oil spill crisis tip #11: OK, so there wasn’t an 11th tip…at least not one I’m going to provide for free. BP knows how to find me. ;-)
What tips do you have for BP? How should they handle this reputation crisis?
Andy Beal's Marketing Pilgrim
Showing posts with label bp. Show all posts
Showing posts with label bp. Show all posts
Tuesday, June 8, 2010
Wednesday, June 2, 2010
The Huffington Post: Strategy Corner with Mark Penn: Time for Obama to Lift the BP Fog With a New Strategy
President Obama’s political career and clout have never been in a more perilous state than this week as he faces mounting crises, plummeting poll numbers, and solutions that remain just out of reach.
The list of problems has become almost endless — the BP spill is becoming Obama’s hostage crisis, and will likely hit 100 days without a solution; unemployment remains stuck at nearly 10 percent; either from desperation or isolation, Israel has created a new Mideast challenge; Iran has enough nuclear fuel for two nuclear bombs; north Korea is threatening south Korea; the deficit is exploding and the healthcare bill remains unpopular. And these are just the top level problems; as a result, administration press briefings sound somewhat like the old theme song from “Car 54, Where Are You?” — a show from my childhood. And Voters across the country are wondering if they underestimated the value of experience and crisis management as important attributes for their president.
Despite this litany of growing problems, the president spent just 3 hours in New Orleans before heading off to a weekend vacation, attempting to move the traditional Arlington Cemetery Memorial Day ceremonies to Chicago, where they were rained out, filling up the Drudge report. Equally surprising was the White House decision to wait three months to answer questions on the Sestek job offer, and then do so on the Friday before Memorial Day weekend.
So what’s a president to do facing these problems and midterms around the corner?
First, almost all of these problems are about substance, not style, branding or even communications. They can’t be addressed with press conferences and panels. The public is looking for direct and immediate action, thought out and taken by the an administration that acted boldly when it took office to prevent a possible depression. Read more....huffingtonpost.com
The list of problems has become almost endless — the BP spill is becoming Obama’s hostage crisis, and will likely hit 100 days without a solution; unemployment remains stuck at nearly 10 percent; either from desperation or isolation, Israel has created a new Mideast challenge; Iran has enough nuclear fuel for two nuclear bombs; north Korea is threatening south Korea; the deficit is exploding and the healthcare bill remains unpopular. And these are just the top level problems; as a result, administration press briefings sound somewhat like the old theme song from “Car 54, Where Are You?” — a show from my childhood. And Voters across the country are wondering if they underestimated the value of experience and crisis management as important attributes for their president.
Despite this litany of growing problems, the president spent just 3 hours in New Orleans before heading off to a weekend vacation, attempting to move the traditional Arlington Cemetery Memorial Day ceremonies to Chicago, where they were rained out, filling up the Drudge report. Equally surprising was the White House decision to wait three months to answer questions on the Sestek job offer, and then do so on the Friday before Memorial Day weekend.
So what’s a president to do facing these problems and midterms around the corner?
First, almost all of these problems are about substance, not style, branding or even communications. They can’t be addressed with press conferences and panels. The public is looking for direct and immediate action, thought out and taken by the an administration that acted boldly when it took office to prevent a possible depression. Read more....huffingtonpost.com
Wednesday, April 28, 2010
Landor.com: Blog: Weighing in on brand value and the BrandZ Top 100 for 2010
Which of the world’s great brands grew the most in value over the past five years? No one should be too surprised to learn that this honor was earned by BlackBerry, according to Millward Brown Optimor’s ranking in the BrandZ Top 100 most valuable global brands 2010. In this, the fifth year running that Millward Brown has produced its global survey ranking the world’s leading brands according to their financial value, it is particularly interesting to note some of the macro trends that its researchers and statisticians have observed. To learn about it first hand, visit BrandZ's website for the full report, and/or read the story in the April 28 edition of the Financial Times.
For starters, Millward Brown contends that consideration of brand in the purchase decision has increased by 20 percentage points since 2005—despite global economic turmoil and the perceived “flight to price” that many marketing experts have been preaching over the past two years. Indeed, brand values increased overall from 2008 to 2009, according to the study, during arguably the darkest days of the recession. Much of this growth in value, of course, is attributable to strong showings by emerging brands from the BRIC and their neighboring countries, demonstrating the symbiotic effect of growth economies and the ascendant brands that serve them. Indeed, when the BrandZ Top 100 was introduced in 2006, there was just one BRIC brand on the list; today there are 13 brands from emerging markets, including the addition of the first Indian brand (ICICI Bank).
Of course, this is just one global brand ranking list among several so it begs the question: what does the BrandZ survey have that the others (most notably BusinessWeek’s) do not? The Millward people cite a list of distinctions in their report, naturally, but (to me) the most important difference is that the BrandZ study uses broad-based consumer data, accumulated in large quantities (they claim over 1.5 million people queried since the inception of BrandZ 12 years ago) and tracked consistently over time. With the exception of Landor’s own Breakaway Brands survey, BrandZ's Top 100 list is the only financial brand valuation survey that uses quantitative consumer perceptions as part of its model. In other words, no mysterious “black box” analyses based on judgment calls and assumptions—just the facts, ma’am.
Needless to add, it’s always nice to see how our Landor client brands fare in all the rankings, but especially this one. And a good number of them have performed exceptionally well, starting with the aforementioned BlackBerry. But others can be equally proud: Verizon is No. 7 on the list of Top 20 risers and No. 3 among the world’s mobile operators (behind China Mobile and Vodaphone, a partner firm). BP leads the oil and gas company brands, and Bradesco is the third most valuable overall brand in Latin America, and the most valuable among all LatAm banks.
There’s much more to the study than what I've discussed here, including key sector analysis by WPP experts, and valuation rankings by geographies—but you will have to see for yourself. It's time well spent for any marketer interested in understanding today’s global brandscape and its implications for the future. Landor.com: Blog
For starters, Millward Brown contends that consideration of brand in the purchase decision has increased by 20 percentage points since 2005—despite global economic turmoil and the perceived “flight to price” that many marketing experts have been preaching over the past two years. Indeed, brand values increased overall from 2008 to 2009, according to the study, during arguably the darkest days of the recession. Much of this growth in value, of course, is attributable to strong showings by emerging brands from the BRIC and their neighboring countries, demonstrating the symbiotic effect of growth economies and the ascendant brands that serve them. Indeed, when the BrandZ Top 100 was introduced in 2006, there was just one BRIC brand on the list; today there are 13 brands from emerging markets, including the addition of the first Indian brand (ICICI Bank).
Of course, this is just one global brand ranking list among several so it begs the question: what does the BrandZ survey have that the others (most notably BusinessWeek’s) do not? The Millward people cite a list of distinctions in their report, naturally, but (to me) the most important difference is that the BrandZ study uses broad-based consumer data, accumulated in large quantities (they claim over 1.5 million people queried since the inception of BrandZ 12 years ago) and tracked consistently over time. With the exception of Landor’s own Breakaway Brands survey, BrandZ's Top 100 list is the only financial brand valuation survey that uses quantitative consumer perceptions as part of its model. In other words, no mysterious “black box” analyses based on judgment calls and assumptions—just the facts, ma’am.
Needless to add, it’s always nice to see how our Landor client brands fare in all the rankings, but especially this one. And a good number of them have performed exceptionally well, starting with the aforementioned BlackBerry. But others can be equally proud: Verizon is No. 7 on the list of Top 20 risers and No. 3 among the world’s mobile operators (behind China Mobile and Vodaphone, a partner firm). BP leads the oil and gas company brands, and Bradesco is the third most valuable overall brand in Latin America, and the most valuable among all LatAm banks.
There’s much more to the study than what I've discussed here, including key sector analysis by WPP experts, and valuation rankings by geographies—but you will have to see for yourself. It's time well spent for any marketer interested in understanding today’s global brandscape and its implications for the future. Landor.com: Blog
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