For Immediate Release podcast #740 has gone live, and this week in Asia I discuss the perils of cross-cultural humor. ANA airline in Japan apologizes over stereotypes in a marketing video while Singapore gets a little edgy around foolish Facebook posts from a British banker. You can get the details about both cases by listening here.
Relatively hot off the press, academics from Stanford an Emory business schools argue that “fence-mending” for a damaged corporate reputation, following a serious accounting restatement, should also specifically target “softer” constituents such as customers, employees and local communities.
Edelman’s 2014 message is that government continues to lose trust, but this is not all good news for business. While business may be more trusted generally, according to Richard Edelman:
Business may interpret this as the moment to push for deregulation, as it did a decade ago. That would be a monumental error in judgment. Our research indicates a reputation hangover for business from the Great Recession of 2008. Events of the past 12 months, including a record fine of $13 billion for J.P. Morgan on the sale of troubled mortgage securities, the largest ever bankruptcy in Latin America with the failure of Eike Batista’s EBX deep-water oil drilling firm and food scandals involving antibiotics in the poultry in China, have renewed concerns about business’ ability to self-regulate.
And the conclusion? Richard continues to say that there is public demand for regulation of business.
That’s right. Those boxy, funny little images seem to be undergoing a bit of a revival in China according to Advertising Age. You can listen to my update here, or check out the entire suite of For immediate Release podcasts.
If you haven’t listen to the numerous new shows on digital strategy, thought leadership, Linked In and more, you really give them a try. Great content to nourish your mind.
Intel launched a new branding campaign featuring the tattoos of a champion badminton player, Lin Dan. The videos describe what’s really on the inside that drove the champion to get these tattoos. A nice play on the Intel Inside theme.
I stumbled upon a fascinating post from a professor of strategy, Phanish Puranam, describing how India’s Aam Aadmi Party achieved a stunning electoral success in Delhi by turning to networks and the power of crowds. I must admit I completely missed this story as it developed during one of my busiest times of the year. But you can read all about it in Beating the Incumbents with a Fraction of Their Budget.
This story illustrates several important ideas.
Aam Aadmi appears to have had 1/6th the budget but still won the election
Their activities are purpose-driven (i.e., anti-corruption) as discussed by Dan Pink
Social media, such as Twitter and Facebook, served as tools for organizing volunteers
The party gave people many ways to get involved–from homemade banners, to rickshaws as mobile billboards, and volunteer telephone call campaigns.
The localization of these efforts is fascinating–the rickshaws and such–especially because of one simple point that seems to have been overlooked in all the media coverage (at least what I read). This success story is a textbook replica of the means that the Obama campaign used to win the democratic nomination in 2008. I have been teaching the Obama-Clinton YouTube case for years as an example of how networks function and crowds can be mobilized.
I have also spoken with colleagues from India and I am equally intrigued that the Aam Aadmi Party is now being criticized for not delivering upon its promises quickly enough. In one news article, they are described as being out of their depth. While the timeframe differs (i.e., much more rapid in India), the same phenomenon was seen in the US after Obama was elected. The high tide of commitment and emotion that drove voters to the polls now appears to be a source of criticism.
Is there a risk to to the crowdsourced approach? Do the techniques that activate a network also lead to create discontent when overwhelming success is not immediately replicated (in a completely different content, I might add)? What must crowdsourcing protagonists know about their techniques and the risks involved?
In plain English, the skill set that got us elected is not the same skill set that allows us to govern successfully.
We now have a fantastic example from India and this one definitely will be discussed in Friday’s class.
This week in Asia I share a nice article describing crisis communication guidelines in China. And if you have not done so yet, check out all the great new podcasts at at the FIR Website. Definitely worth a listen!
Several years ago I had the good fortune of teaching in a program with Prof. Huggy Rao. A brilliant, humble and genuinely kind colleague. So it is my pleasure to share this video introducing his new book with Bob Sutton – Scaling Up Excellence. Enjoy!
Brain food for your Wednesday morning–numerous articles have appeared these last few weeks linking current events in Asia to the lead-up to World War 1. Gideon Rachman in the FT delivers one of the more coherent statements of the past-present connection in his article Time to Think More About Sarajevo, Less About Munich.
Similarly, a lot has been said about Zappos and the decision to eliminate classic hierarchy. Andrew Hill draws out some great concerns regarding the company’s decision, linking the decision to suppliers, customers and employees. Clear and sober considerations regarding the decision and its potential consequences.
What are 4 critical crisis triggers that multinationals should know when doing business in China (and Russia)? This week on FIR I share the story of Wal-Mart’s donkey meat scandal (China) and connect it to the latest research on crisis triggers in China and Russia. Its a pretty good story, and as always FIR is a great show packed full of the latest information on communications, technology, and issues of the day.