As the founder and sole business owner of my San Francisco-based PR firm and, nearing retirement, I had to find a way to transition with an eye toward continued and future relevance. When Fineman PR was acquired by Phoenix, Arizona, based, Off Madison Ave in 2020, I had three goals to accomplish — an advantageous landing spot for my incredible public relations team, a haven and continuing leverage for my agency’s brand name, and total trust in the buyer’s good will and nurturing team environment. As I review this past year, I know that I scored well on all accounts.

For 32 years, I sought to maintain a high reputation for being an honest broker of information and counsel. We all know that nothing good comes easy. That effort included building a smart, capable, talented, and intuitive team of public relations professionals. A special shout out here to my two savvy Vice Presidents and 20+ year veterans of the firm, Heidi White and Lorna Bush.

With most of my long-term staff having started with me early in their careers, even as interns, I was able to bring them along with a regard for integrity, journalistic values and perspectives, and an understanding of the principles of our public relations work. Fineman PR was not a press release factory, nor were we order takers. Our mission was to help our clients understand and meet the expectations of their marketplace and their audiences.

Of course, we had to maintain financial health, even through the throes of multiple economic disasters. Including the “dot com bust” of the early 2000s and, of course, helping our clients weather their own challenging, industry-wide storms along the way. Let’s not forget the communications transitions from fax to email to text and Siri, or from VHS to Tivo to streaming and how those developments impacted conducting business. Of course, change is constant, but retiring meant I would need a transition to take our agency into the future with strong footing and a competitive edge.

In walked Off Madison Ave and its dealmaker and one of two founding partners, David Anderson, a one-time White House staffer and Chair of the global Entrepreneur’s Organization. David and I share many similarities, including a passion for our people, curiosity about client business and a dedication to substance and honesty in a profession often dominated by spin.

With my goals satisfied, our acquisition by Off Madison Ave gives us so much more in terms of capabilities, in-house design, digital marketing, advertising, and creative services. That means we now offer a full 360-degree marketing communications solution for all our clients. It gives Off Madison Ave a serious bench of public relations specialists and troubleshooters to round out their own offerings.

Our mutual clients and industry thought leaders across CPG, food and beverage, travel and tourism, government, education, and healthcare, are now reaping the collective years of experience, strategy, and success of those who are among the public relations and marketing professions’ finest minds. Our partnership brings together experts in behavior design (David’s brilliant partner and agency glue, Roger Hurni), creative and marketing strategy (operational wizard Sasha Howell) and well-armed media buying and media services teams now collaborating as one team for all agency clients. We remain as nimble and resourceful as ever, guided by the substantive approach for which Fineman PR is recognized.

The timing made sense, too. As the lines between paid, sponsored and earned media intersect more than ever, we, too, have a deeper bench of in-house experts at the ready to provide counsel for the most effective strategies across all channels.

Not least, the wellness-focused company culture at Off Madison Ave, offered me and my team a welcoming camaraderie of human resources and comprehensive systems to take our business further for employees and clients. This was a peg I could easily hang my hat on.

And, the legacy I built lives on and thrives, for which I am so grateful.

The post With Great Pride appeared first on Fineman PR.

I stand with preparation and scenario planning. It is cynical and just plain wrong to suggest that well-considered communications is only for “covering yourself when circumstances go awry. Our PANTCHEK principles are based on being prepared for the right thing to do. You don’t show care and concern for the public – no matter what kind of an organization you have – for the sake of profits. You keep in mind these principles as a bulwark to your own humanity, and your rewards flow naturally.

Though lesser than the Astroworld tragedy and life and death issues, organizations often have much at stake in surviving their crises. And, prior thoughtfulness is key:

Most crises involve smaller entities with limited, innate visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. 

Crisis planning and best practices in communications for these small, mid-size, and even big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios, available resources and “eye-on-the ball” priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. That includes public welfare. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively, humanely and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view. Self-serving verbiage should not be one of them.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by pre-set rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but marshal your friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and a hard-earned, trusted reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/

Getting your crisis communications plan into shape

It is never too late or too early to update your crisis communications plan.

And, it doesn’t have to mean that you need to overhaul the entire plan you may have in place. I recommend pinpointing areas of your plan for updates throughout the year. In my experience, most crisis communications plans can be improved with realistic scenario plans, robust measurement systems and training.

REALISTIC SCENARIO PLANS

Effective crisis communications plans are dynamic. The media landscape is ever-changing, technologies come and go, public attitudes shift, organizations adapt. A crisis communications plan should reflect the zeitgeist.

Are you ready for hot-button issues? Conduct a thorough and honest threat assessment. When you hear about the latest corporate scandal, ask yourself if your organization can find itself in that same situation. If the answer is yes, keep a close eye on the situation as it unfolds and integrate your learnings into a scenario plan.

Most organizations face challenges whether it be Covid communications with their workforce, sexual harassment and assault, online defamation, diversity and inclusion, or security breaches. These issues can arise in any organization. Do you know your company’s record on these issues? Are your policies current, and can they withstand the glare of the media spotlight?

How quickly can your team mobilize? Most organizations understand, in theory, that they need to respond quickly to crises. But in practice, convening a team, fact-gathering and decision-making can be agonizingly slow. While I advise against knee-jerk responses, I also caution against leaving a void that can be filled by voices other than your own. Have a good understanding of how quickly your team can make decisions and plan accordingly. Every minute counts in a crisis.

ROBUST MEASUREMENT SYSTEM

Does your crisis communications team have a system in place to monitor news and social media in real-time? Monitoring news and social media is an active role. It’s not enough just to follow coverage. The monitoring team is responsible for flagging inaccuracies in coverage and ensuring corrections are made before misinformation spreads. The monitoring team should work together with the measurement team to analyze if the messaging strategy is working and determine if adjustments are necessary.

If you’re facing a deluge of media coverage and social media posts, an automated measurement system is important. But it’s even more crucial to have a team to interpret the data gathered.

Do you know what to measure? Tracking communications outputs such as volume of news articles, social shares and website hits is helpful. But, in order to truly gauge impact, a measurement program needs to go deeper and measure outtakes and outcomes.

You must quickly be able to answer basic questions such as how many news outlets are reporting on the issue, how many times your video has been viewed, how many people visited your microsite. Who was reached and how. Did your communications reach your target audiences? Which communications vehicles are effective? Which messages are resonating with your audiences? Did your response to the crisis satisfy your stakeholders? Did you retain or recover customers and partners?

Does your measurement system provide perspective? Having perspective helps set realistic expectations. The best-case scenario is for a crisis to be quickly addressed, then forgiven and forgotten by an organization’s audiences. But depending on an organization’s history and the severity of the situation, that may not be achievable in the short-term.

Some questions I ask to help clients gain perspective:

• How did other organizations weather similar situations? Use your measurement system to analyze crises outside of your organization. If you’re faced with a similar situation, you can set performance benchmarks for your crisis response.

• How much goodwill have you built among your audiences? Frequent offenses have a compounding effect, and it will be harder to bounce back after each subsequent crisis.

TRAINING

Crisis plans need to be updated, but so do the skills of the people in charge of executing the plan.

Are your spokespeople comfortable speaking with reporters? Speaking with media, especially during a crisis, can test anyone’s mettle. Media training teaches important skills such as staying on-message, steering conversations, avoiding missteps and effective interview techniques. Conduct mock interviews where your spokespeople practice handling tough questions. Study interviews to learn some Do’s and Don’ts.

Most importantly, study your team’s performance during the mock interviews. Do your spokespeople sound confident? Do they stay calm under pressure? Are they able to deliver messaging effectively?

Put your plan to the test. Don’t wait until a real crisis to test your crisis communications plan. Conduct a tabletop drill with your team to identify weaknesses in your plan. Are roles and responsibilities clearly delineated? Are your protocols efficient? Does your team know what information needs to be collected and shared in order to facilitate good decision-making?

Most importantly, a tabletop drill will test your team dynamics. Can your team work together effectively under duress? Can they stay organized and focused during intense situations? Are adjustments needed to your team structure so it’s more efficient and functional?

Crisis communications plans often languish in unopened folders on people’s hard drives. They’re onerous and intimidating. But facing a crisis with an outdated plan can be downright scary and costly.

The post Crisis PR: Can a strong CEO trump crisis planning? appeared first on Fineman PR.

What with COVID, calamitous weather and the human divide between us nationwide, nature appears to be running amok and making a direct hit on safety and health. Ultimately, studies are showing, it has manifested in a lessening of trust in each other, in our institutions, and in our way of life, long taken for granted. For food industry business — as producers, retailers and responsible employers — the impact of the last year will reverberate for decades. As communicators, however, this is not a doomsday scenario. I am sure my more seasoned colleagues will agree, we’ve seen historic marketplace and cultural meteors before.

Food businesses and executives who make smart, credible and genuine moves, now, will lead their category. It’s going to require, though, a doubling down on consumer trust and embracing change. The question of who and what do you trust must be answered, and we are all responsible for demonstrating the answers with well-considered decisions and activities. I believe that means our public relations must be centered, discerning and authentic.

What has changed across the board? The speed by which critical information (and misinformation) is shared and the crucial nature of getting it right, especially when it comes to human health and safety.

So, how best to build trust and meet consumer, customer and employee expectations? If we get it right, shareholder expectations will be met accordingly.

Our experience in helping clients successfully communicate consumer messages tells us to focus on building trust from the inside out. Take a brutally honest look at your corporate reputation and brand, how consumers and your own people view your organization. It can’t be just about food or business as usual. The old saw, “doing well by doing good” is especially relevant today.

Here are some pathways our own food and beverage clients are taking:

Increase Employee Communications

Out of sheer necessity, communicate often and visibly through these COVID times. Our daily business lives have been upset – to remote or not to remote, to renew the lease on our office space or find a less sizeable option. Many companies and employees are at loose ends to find their way and some regularity in daily work life. Provide brief, regular, fact-based updates to your website, your employees and your customers. Demonstrate your partnership with regulatory and public health entities. Especially during these times, it is these public guardians that consumers will trust most (over the word of for-profit companies). Communicate with a tone of concern for your audience’s health and welfare. Tone is often more important than content; optimism and encouragement never hurts.

Connect With Your Community

Remember your local communities where many of your employees and their families live and where you often have an outsized shadow. Your town’s tax base is often, in large part, dependent on your decisions. Local businesses and civic organizations will appreciate your support and patronage wherever you can provide it. Are you able to go the extra mile by working with a local medical partner to provide your workforce with vaccines? Are you able to contribute with scholarships, sponsorships, speaking/virtual presentation opportunities with the local community college? Can you organize team volunteers to contribute to local projects and/or disaster areas? Donations of much-needed supplies?

Gut Check Your Reputation

Re-vitalize your assets and allies, especially your employees. Take an honest audit of commentary on social media, internal chat channels and employee forums. Is your tried and true approach still working? Are employee concerns going unaddressed, purposely or from lack of resources? How can you really improve, and soon? Set aggressive timelines and take action where you can. Have you recognized those employees who went the distance for the company over the past year? Are there new employee voices emerging as leaders that may help the organization evolve? 

How Credible Is Your Position or Message?

Are there local or industry experts that would be valuable to enlist for expert counsel and for referral sources when the media calls? Have you conducted studies and surveys that could be of interest to others? Are there forecasts or other research — trade or medical — that you have used to help guide your initiatives? Leverage them and keep eyes open for new partners who can support you and add credibility to your brand promise and values.

Update Your Game Plan

Do not wait until there is some semblance of “normal” to evaluate your communications strategy. Even though we are far from the “end” of this challenging period, all of us have seen organizational changes, personnel shifts, and the re-ordering of priorities. Take a fresh look at your scenario plans and crisis preparation. Does your approach incorporate the new resources your team has leaned on in urgent situations over the past year? Lessons learned? Review your most reliable and/or updated tools for pushing out content and measuring impact.  Revisit new threats to your business. Take an audit of competitors in the news. Think about what developing trends, threats to your business and community, potential disasters and hazards, and competitive concerns that could have a pernicious effect. Then, act. Develop a position for these issues and scenarios, no matter how brief, that can be updated and customized when needed (response speed in hairy situations is so critical). Determine which events or developments might trigger your need to address the situation. Messaging? Medium? Spokesperson? Use this time to regroup wisely and retire outdated practices. It all adds up to help bulwark brand trust.

Social Distance isn’t for Social Media

Now is the time to lean into social media to connect with your audience where they are choosing to spend time. Keep up with potentially new audiences, look for ways to genuinely connect with your followers and build loyalty through content that matters to them. This is not the time to overproduce or overspend; there’s no need to be perfect or slick. It is about telling your story authentically and contributing to the real-life conversations and experiences that are helping us all get through these times, together. And, remember, you are talking to the end customer. There’s power in that.

Be Willing to Change

Innovation is what fuels our industry and our personal growth. The changes in our professional world – one charged with contributing to a safer milieu, preserving precious resources, evolving healthcare and society itself – will continue, as will the changes in our daily lives. A trust mindset for business and for ourselves will help evolve how we communicate, how we connect, how we function, and how we support a constantly shifting consumer marketplace and food supply. Be open to change. Communicate trustworthiness and the promise reflected by your brand. 

Michael Fineman is President of Fineman PR.

The post Cultivating a Trust Mindset for Brand Stability and Growth appeared first on Fineman PR.

When I started my public relations agency in the late eighties, I was determined to further define Public Relations and make it a more powerful and recognized tool in the marketing mix. There was no such thing as social media; fax machines and networked computers were what we thought of as high tech, and we used actual tablets and notebooks made of paper for notes. To say the least, we were less automated by today’s standards but still “smart,” just without smart devices.

For me, back then, defining PR for a wildly competitive marketplace meant developing a dynamic publicity machine, based on memorable, entertaining, and, perhaps, provocative story lines that showcased the values of my clients’ brands. As a brand marketing tool, my public relations methodology was, at its core, trust-building communications for the brand promise. It was to be ethical, attention-getting and crisp. At the same time, I knew there was so much more to public relations than just publicity. As we became more and more successful, clients began giving us more than one-dimensional work.

I fulfilled my vision with message-driven, national news for my clients, and so was born “Brand PR.” I coined that term to show that public relations could make a brand promise so viscerally meaningful – in language, stories, experiences and messages – that other factors (price, for example) lose relevance. In the decades to come, Fineman PR also earned national recognition for its 17-year running of the widely published “Top Ten PR Blunders of the Year” to comically demonstrate the public relations impact of an organization’s every word and action. We also developed the PANTCHEK crisis principals (don’t get caught with your pants down in a watershed moment).

Twenty years in, a new age was upon us, an age of videos, social media, clever digital graphics, significantly shorter attention spans and an exponential surge of online media outlets, citizen journalists and web-based forums.  We upped our game to build that side of the business as client needs and demands continued to evolve.

Over the years, the caliber of Fineman PR’s clients and our results on their behalf have been the source of tremendous pride that continues to this day. From representing the two distinguished Napa Valley wineries that, 20 years previously, put California’s wine industry on the map (beating their French competitors in the 1976 Paris Blind Tasting), to creating memorable Brand PR programs for countless consumer packaged goods and natural foods brands; to coordinating major client events all the way to the White House; and supporting crisis clients around the clock in their most dire moments to do the right thing by their customers, employees and communities. We handled a few colorful and sometimes bizarre high-profile issues that most people wouldn’t believe unless you were in the room with us. At the core, we are known for bringing discretion and fresh thinking to each unique public relations challenge. As anyone who has worked with me will tell you, at Fineman PR, “spin” is a forbidden four-letter word.

Last year, I met David Anderson, co-founder and co-CEO of a highly competent and visionary digital agency based in Phoenix: Off Madison Ave. Besides being like-minded about our areas of expertise and our mutually dry senses of humor, and with David’s agency based on the solid principles of behavior design and digital communications, Off Madison Ave specialized in areas that we sought growth. In turn, David and his founding partner Roger Hurni valued our substantive approach to public relations, our reputation for quality work, our crisis communications expertise, and our 30-year track record. We knew fairly quickly there was a match, the kismet I mentioned in my opening paragraph.

Off Madison Ave’s acquisition of Fineman PR became official November 1^st. Even amid the challenges and changes of 2020, our teams have melded (via Zoom) with high energy, creative sparks and excellent rapport. The two teams are surprisingly similar in temperament, complementary in our skills and strengths, and each appreciative of the capabilities we all bring to the party. I look forward to the next chapter of smart, creative growth and continued excellence. Many thanks to David, Off Madison Ave co-founder Roger Hurni and to my own team as we embark on this new adventure. I am, as always, grateful to my many friends in the business and valued clients who have been part of our journey and look forward to reconnecting as a member of the Off Madison Ave team.

The post It Happened in 2020, and it was Good appeared first on Fineman PR.

Whether you represent a large urban school district or a single-site private school, you will confront times in which your communications must convince your audiences of the worthiness of potentially controversial initiatives or the validity of your positions and policies. Be it changes to student or staff policies, funding initiatives, curriculum changes or sexual harassment on campus, these circumstances are rarely smooth or pleasant. Vocal school audiences – including staff, parents, or the surrounding community – want to feel they are part of these major resolutions. In planning these communications, school decision-makers should not overlook the following best practices.

AUDIENCES

Though the impact of your news will necessarily weigh heavier on one or more of your stakeholder groups than all others, it is critical to consider the impact and messaging required for each segment, so they feel heard and understood. Any one of these audiences can inflame a situation or make your job easier, depending on whether your tone and messaging win their confidence.

We all know life is complicated and change is difficult, so understanding the issues from diverse points of view is critical to the outcome. You cannot summarily dismiss the concerns of others to have your own way or make a situation disappear. Balancing the pros and cons of any given initiative, showing that you heard and considered other voices, and communicating the process of how and why you came to your decision, will often pay dividends by demonstrating your good faith efforts.

THE MESSAGES, BOTH FACT-BASED AND VALUE-BASED

Remember to communicate more than information and data. No matter what, your values will be front and center, and evaluated as part of any approval or disapproval of change or news taking place. It is, therefore, important to help your readers understand the principals for which your organization stands.

TIMING AND TRIGGERS

No matter the final decision, there must be different messages for different audiences, and that means customized communications for each. However, there are some audiences that must be prioritized over others for timing purposes. Create a timeline for all communications.

Take, for example, a head of school who wants to get out in front of a damaging issue that will certainly make news (the trigger). He or she will want to show integrity, transparency, urgency and care for the audiences who will feel the highest impact from a negative or difficult news event. The head of school will want those audiences to get the full and honest story directly and first from the school. If the news will appear on a certain or approximate date, prioritized audiences must be informed before that date. Specific circumstances will differ, but the timing must be planned carefully in consideration of premature or inappropriate leaks. The board, the school’s major benefactors, its legal counsel, and the local authorities, in many cases, must know first, followed closely by the affected parties, i.e., any or all students, parents, alumni, teachers, staff, and front desk administrators (on the front lines of public inquiry). Then there’s the news media which, in many cases, can be brought in to hear the story with an embargoed dateline to assure accuracy and fairness in reporting the school’s point of view.

THE VERBIAGE, THE SEQUENCE OF THOUGHTS, THE EASE AND CLARITY OF YOUR WORDS

Don’t wing it. Avoid the stream of consciousness approach in a moment of urgency. As a community leader, your thoughts must be orderly, reasonable, clear, professional and as comforting as possible. The most critical component of the news should come first. Don’t wait for two paragraphs to set the stage because you are panicked or worried your audience will panic. Remember the rules of journalism: who, what, when, where and why. No obfuscation, hedging or convoluted terms. Get help in proofing and editing. Know what your audience needs to hear. Address safety concerns decisively. What happened? What is being done about it? Have the authorities been alerted? Is the situation contained? Are there ongoing threats? Who is at the helm and taking responsibility? What is being done to assure it doesn’t happen again? Next steps?

LEGAL

Be sure your legal counsel reviews all communications. Don’t make the situation worse with libel, defamation, hearsay, non-essential information, etc.

TONE, POSTURE OF COMMUNICATIONS

Your communications need to be poised and show care and concern; nothing harsh, polarizing or incendiary. Promote confidence. Demonstrate your values and how you prioritize the care you are taking to address the affected parties.

EXPERTS, ENDORSERS

Plan ahead to enlist third parties who can attest to the efficacy of your approach and the expertise guiding your decisions. Be sure you have medical specialists you can call on for advice and support, psychologists, researchers and academics, community leaders, law enforcement, workplace health and safety, Red Cross and disaster preparedness contacts at the ready.

COMMUNICATIONS VEHICLES

Understand the specific nuances of your organization and community and how they get their news. Which websites, forums or notification methods do they use and trust? How do your audiences prefer to receive urgent communications? These may include emails, text groups, listservs, one-on-one conferences, group meetings/assemblies/town halls, press releases, social media platform posts, website, campus emergency notification system, internal communications trees. Know how to use these vehicles, and understand their limitations, efficiencies and effectiveness in getting your information and messages across.

SOCIAL MEDIA

Monitor for what is being said across social channels, especially those that are public-facing such as Facebook, Instagram and Twitter. Correct inaccuracies know which responders have a credible, vocal audience and which do not. Do not give added credibility and volume to potential detractors who lack a following. Direct social media to your website and/or to any trusted web or phone sources for additional information and to take the conversation offline

WHY WAIT TO PLAN?

Ensure your school has the basics to announce negative news in a strategic way. Consider developing a scenario plan to address high-risk issues; create crisis checklists and document templates for media, parents, students, shareholders, community and alumni; update expert resource lists and ensure you can readily call upon contacts for public support.

Every school community is defined by the involvement, interests and values of its members. Maintaining trust and ensuring collaboration, even amid change, is a defining opportunity for school administrators and executives. Take pride in bringing your organization to the next level with a thoughtful communications approach. Be prepared.

Read more: https://finemanpr.com/expertise/

The post Education: Communicate Challenging News Effectively; What Not To Overlook? appeared first on Fineman PR.

Most crises involve smaller entities with more limited visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. Though lesser than Boeing-sized crises in generating public interest, these organizations often have more at stake in surviving their crises.

Crisis planning and best practices in communications for these small, mid-size, and even most big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios with the resources and flows that work for each specific client, based on their business and unique priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by preset rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but our clients marshal their friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which could only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and their hard-earned reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/

The post Crisis PR: Can a Strong CEO Trump Crisis Planning? appeared first on Fineman PR.

Gruet Sauvage Blanc de Blancs

This bubbly bottle of suds comes from the sandy loam hillsides of southern New Mexico where it is produced via Méthode Champenoise by the famed Gruet family of Champagne Gruet et Fils. Made from 100% Chardonnay, Sauvage is aged en tirage for a minimum of two years with zero-dosage, resulting in a bone-dry sparkler with complex flavors.

Giornata Fiano 2015

An indigenous grape variety from the Campania region of Italy, this domestic Fiano is grown in the calcareous soils of Paso Robles. With only 90 cases produced – this white wine is fermented using only native yeast and expresses the land’s minerality with aromas of stone fruit and wildflowers.

Rootdown 2017 Rosé of Trousseau

This pink gem comes from winemaker Mike Lucia, formerly of Copain Wines, using organically grown grapes from the 1.8-acre St. Amant Vineyard in Lodi. A red grape variety native to the Jura region of France, this Trousseau was hand harvested, tread by foot, and left to soak with its skins for 24 hours before being pressed into a gorgeous rosé.

Trail Marker Wine Co. 2016 Mokelumne Glen Vineyard Zweigelt   

Known for their natural style of winemaking, the husband and wife duo produced this wine using fruit from the beloved Mokelumne Vineyard in Lodi. Austria’s most widespread red grape variety, Zweigelt is a crossing of Blaufränkisch and St. Laurent. This domestic version of Zweigelt beautifully exposes the forest berries and floral characters typical to this variety.

Share your favorite wine in the comments below. 

The post Wine Wednesday 10/10/18 appeared first on Fineman PR.

The Hotlist

• China Live
• SPQR
• La Ciccia
• Mourad
• Delfina
• International Smoke
• Outerlands
• Tartine Manufactory
• State Bird Provisions
• Liholiho Yacht Club
• Leo’s Oyster Bar

 Leo’s Oyster Bar- Courtesy of Krescent Carasso

Money is No Object

• Benu
• Saison
• Atelier Crenn
• Quince
• Campton Place
• Acquerello

Courtesy of Acquerello

Best Views While Having Good Food

• Cliff House
• Waterbar
• Scoma’s Sausalito
• Americano
• Pier 23
• Claremont Hotel
• La Mar Cebicheria
• El Techo de Lolinda
• Greens

Courtesy of Waterbar

Best in the Mission

• True Laurel
• Locanda
• Delfina
• Bar Agricole
• Frances
• Foreign Cinema
• Al’s Place
• Limon
• Commonwealth

Courtesy of Commonwealth

Best in North Beach

• Venticello
• Tosca
• Park Tavern
• The House
• Piccolo Forno

Courtesy of Park Tavern

My Personal Favorites

• Burma Superstar
• International Smoke
• Coqueta
• Kokkari Estiatorio
• The Progress
• Boulevard
• Nopa
• Slanted Door

Courtesy of Kokkari Estiatorio

Best Chinese

• Mister Jiu’s
• Yank Sing
• House of Nanking
• Hakkasan
• R&G Lounge
• Ton Kiang

Courtesy of Hakkasan

Mexican/Latino

• Californios
• Flores
• Padrecito
• Don Pisto’s
• Nopalito
• Limon
• Tacolicious

Courtesy of Californios

Good Value, Good Time, Good Food, Good Bar (Top 10)

• A16
• Park Tavern
• Scala’s
• Wayfare Tavern
• Perbacco/Barbacco
• Delarosa
• Outerlands
• Town Hall
• Tosca
• Belden Alley

Courtesy Wayfare Tavern

Best Wine Country Recommendations

• French Laundry
• Mustard’s
• Bouchon (and bakery next door)
• Morimoto’s
• La Toque
• Solbar
• Redd
• Bistro Don Giovanni
• Ad Hoc
• Bistro Jeanty
• Torc

Courtesy of Bouchon

Best Pizza

• Tommaso’s
• Tony’s Pizza Napoletana
• IL Casaro
• Golden Boy Pizza
• Del Popolo
• Pauline’s

Courtesy of Del Popolo

Worth the Short Trek or Bridge Crossing

• Scoma’s (Sausalito)
• Mountain Home Inn (Mill Valley)
• Chez Panisse (Berkeley)
• Evvia (Palo Alto)
• Everett & Jones BBQ (Oakland)
• Vivace (Belmont)
• Molina (Mill Valley)
• Sushi Ran (Sausalito)
• Terrapin Crossroads (San Rafael)
• La Note (Berkeley)
• Pier 15 (San Rafael)

Scoma’s- Courtesy of Fiveprime

Must Stop Shops

• The Fatted Calf Butchery (Hayes)
• Mario’s Bohemian Cigar Store Cafe (North Beach)
• Lucca Delicatessen (Marina)
• Bi Rite Market (multiple locations)
• Saint Frank Coffee (Russian Hill)
• Ferry Building (Embarcadero)
• Limoncello Delicatessen (Lower Pacific Heights)
• Local Mission Market

Courtesy of Fatted Calf

They Define the City

• Park Tavern
• Swan Oyster Depot
• Slanted Door
• Boulevard
• Zuni
• Elite Café
• Gary Danko
• House of Prime Rib
• Yank Sing
• Hayes Street Grill
• The Ramp
• Mission Rock Resort
• Tadich Grill
• Sam’s Grill & Seafood

 Courtesy of Boulevard

The post Michael Fineman’s 2018 San Francisco Restaurant Picks appeared first on Fineman PR.

This past year at Fineman PR was marked by the onboarding of new and diverse clients and partnerships. Our work included the planning and content development for startup distilleries, driving the continuing rise in popularity for the San Francisco Marathon, expanding our work in the public sector with two leading-edge public agencies, productizing our media training offering, increasing growth in our healthcare practice, and forming significant new alliances.

Strategic Partnership with Hearst Corporation-backed 46Mile

For the last year-and-a-half, Fineman PR has partnered with the Hearst-backed 46Mile, a full-service marketing and advertising agency, to develop integrated campaigns for clients including Meritage Medical Network, Leading Age California, Loch & Union Distilling, and C-5 Children’s School, among others. Our two agencies develop business together, both independently and as a cohesive, integrated communications unit, and there is discussion on new and enhanced ways of working together for greater client solutions. Stay tuned.

Photo courtesy: 46Mile

Public Sector

Fineman PR is working with the San Francisco Department of the Environment on several initiatives that continue to position San Francisco as a global leader of the green movement. Additionally, along with our partner, D&A Communications, we are providing media relations strategy and counsel to the Transbay Joint Powers Authority for the inauguration of the highly anticipated, new Salesforce Transit Center & Salesforce Park. D&A is a top-notch San Francisco public affairs firm specializing in the areas of infrastructure, public health, transportation, environment and community revitalization, and our joint efforts offer clients a powerful combo.

Photo courtesy: Pelli Architects

San Francisco Marathon

The 2017 San Francisco Marathon celebrated its 40^th anniversary. The race sold out at record pace – two months ahead of schedule. We generated a 70 percent increase in media impressions over 2016 with expanded coverage by Bay Area media outlets and in major national media including the New York Times, Bleacher Report and MSN. The San Francisco Marathon was also named by ESPN among the “World’s Best Marathons.”  

Photo courtesy: The San Francisco Marathon

Foster Farms

Our promotional, crisis management and issues management work remained steady for longtime client, West Coast poultry producer Foster Farms. Our team initiated influencer marketer campaigns with fitness and lifestyle bloggers to promote Foster Farms’ Organic turkey products. We were grateful to help support our client’s wildfire relief efforts in Santa Rosa and surrounding Northern California communities as well as in Ventura following the devastating Southern California wildfires.

Our work to promote the company’s partnership with West Coast food banks – and longstanding holiday turkey donations program – resulted in a 69 percent jump in broadcast news coverage over 2016 that helped raise awareness of food insecurity from Seattle to San Diego. Finally, we wrapped up the year at Levi’s Stadium for the Foster Farms Bowl, a game dedicated to fighting hunger, pitting the Purdue Boilermakers against the Arizona Wildcats.

Photo courtesy: Foster Farms

Dunkin’ Donuts

In 2017, we continued work with Dunkin’ Donuts to support the brand’s introduction and expansion in Northern California with new restaurants throughout the region. Last year, we successfully hosted four grand opening celebrations in South San Francisco, Fremont, Santa Cruz, and Hanford, the brand’s first location in the Central Valley.

In each market, we worked with the local business community, government leaders and charities – all hyperlocal – to promote Dunkin’s commitment to the area. In addition, we supported regional promotion of national initiatives, including Free Donut Friday, Freeze the Day with $1K, National Coffee Day, and National Donut Day.

Photo courtesy: Dunkin’ Donuts

HNTB

HNTB, a national infrastructure solutions firm, experienced a year of wins in 2017, both for its projects as well as its leadership team. HNTB Northern California District Leader Darlene Gee was recognized as Woman of the Year by Women’s Transportation Seminar, a non-profit dedicated to advancing women in transportation, and one of its local project managers received coverage as a rising star in the rail industry.

A major project win, the BART Warm Springs/South Fremont Station, received praise across the Bay Area for its innovative design. HNTB was consistently cited among top-tier regional and trade media, including San Francisco Business Times, Progressive Railroading, ENR California, Mass Transit Magazine, Silicon Valley Business Journal and Curbed, for its growing role as an industry thought leader with experts who are shaping the discussion around infrastructure solutions in the Bay Area.

Photo courtesy: HNTB

Wine Practice

Quintessa, was again featured in Wine Spectator’s biennial Napa issue as a must-visit winery. Napa Valley’s Faust celebrated its 13th anniversary vintage by partnering with noted graffiti artist, known only as “Faust,” from New York City. Faust’s limited release 2015 vintage magnum features the tag which graffiti artist Faust uses internationally.

For Materra І Cunat Family Vineyards, Fineman PR planned and executed a successful 10-year-anniversary media event at the winery which showcased the brand’s range of estate merlots. We also conducted several media training sessions for wineries, including Rodney Strong Vineyards.

Additionally, we continued to assist with crisis and issues management preparedness for Wine Institute, the advocate for California wine and more than 1,000 wineries and affiliated businesses.

HealthRIGHT 360

In our third year with HealthRIGHT 360, one of California’s largest community health care providers, we helped mark significant milestones, including a merger with San Francisco-based Women’s Community Clinic and the opening of the organization’s new headquarters and outpatient clinic, the Integrated Care Center. We also created the organization’s first outdoor marketing campaign with the City’s public transit system. Among the year’s big media wins was a national NPR story, a San Francisco Chronicle op-ed, and a New York Times – California Today story. 

Photo courtesy: Drew Altizer Photography

With 2018 underway, the agency is seeing continued growth with new clients and expanded projects for existing clients. We have made several new agency hires, increased our digital and marketing capabilities internally, and look forward to providing the trusted, strategic counsel our clients have come to expect from Fineman PR.

The post Fineman PR State-Of-The-Agency, 2017 appeared first on Fineman PR.

Today, I am looking back at 2016 to pause and reflect. Many of us understand that the rapid pace and flow of business often hinders consideration of where we’ve been and lessons we’ve learned. For our current and potential clients, I believe it serves to review the comprehensive communications services we offer via representations of what we achieved in 2016.

Dale Scott & Company

It was a banner year in 2016 for voter-approved ballot measures providing crucial funding for California school districts. Dale Scott & Company, an independent financial advisor to California K-12 and community college districts, takes a win-win approach to improving schools while protecting taxpayers. We provided communications support to help inform residents of more than 15 districts about the bonds through extensive media coverage and public communications. The bonds were all overwhelmingly supported by voters.

Dunkin’ Donuts

Dunkin’ Donuts is world famous for its freshly brewed coffee and wide selection of food offerings, but, surprisingly, it had no presence in the Bay Area until last year. Brought on to introduce this blue-chip brand to Northern California, Fineman PR successfully hosted three grand openings to throngs of crowds and media, some of the latter just as excited as the guests. The ribbon-cutting ceremonies featured mayors, city council members and other local dignitaries to welcome the brand to each community. In ongoing work, we support holiday promotions, including National Coffee Day and National Donut Day with a strong social media presence.

eHarmony Español

Over the last 16 years, eHarmony has become the go-to site for singles looking for lasting and fulfilling relationships, but its general market strength did not extend to Latinos. Mosaico, Fineman PR’s multicultural division, developed a survey of Latinos’ dating behaviors and considerations to promote eHarmony Español, its Spanish-language site. The survey gained favorable broadcast and print coverage in top Latino markets, including Los Angeles, New York, Orlando and Chicago. We also leveraged a key finding of the survey to develop a satirical “psychic” character, Juanito Talismán, for social media, which resonated with the belief of one-in-five Latinos that superstitions can help them find true love, a playful contrast with eHarmony’s science-based approach.

Foster Farms

The agency launched a highly-targeted lifestyle and food influencer marketing program, on behalf of Foster Farms, dedicated to redefining comfort food for West Coast consumers. The New Comfort Food campaign inspired fresh recipe and visual content from culinary and lifestyle insiders and earned more than 148 million impressions. The program included a Pinterest data partnership, a consumer survey discussed in Parade Magazine and analytical measurement for targeted, focused marketing outreach.

• The brand’s organic and antibiotic-free fresh chicken products were highlighted as staple ingredients for family meals.
• The brand was reinforced as fresh, relevant and in-tune with today’s consumers and trends.
• The New Comfort Food theme resonated with West Coast food and lifestyle influencers in authentic blog and social media posts.
• Compelling imagery and fresh content continue to generate engagement with customized recipes championing Foster Farms values and product quality.
• We broke through to food news influencers who hadn’t previously engaged with Foster Farms.

Fineman PR also expanded Foster Farms’ CSR program and the company’s dedication to feeding local families through expanded partnerships with West Coast food banks.

Foster Farms, 2016 Processor of the Year

Fineman PR successfully advocated for a cover story recognizing Foster Farms as the U.S. meat and poultry industry’s 2016 Processor of the Year for its advances and leadership in water conservancy during California’s epic drought; for becoming the largest producer of organic and antibiotic-free poultry on the West Coast; for rapidly expanding distribution of its frozen and pre-cooked poultry into national markets; and for the consistent excellence of the company’s comprehensive food safety program.

Foster Farms Bowl

As an extension of our work for Foster Farms, our team highlighted the West Coast brand’s offerings to a national audience in the NCAA-official Post Season Foster Farms Bowl game. This year, the Indiana Hoosiers faced the Utes of University of Utah at Levi’s Stadium. To highlight the Northern-California roots of the brand, our team devised a national anthem competition in the weeks leading up to the big play. The 2016 Bowl game kicked off to the tune of a talented Northern California student and singer who won the second annual “Oh Say Can You Sing” contest. As part of the contest prize, Foster Farms donated holiday meals to a Bay Area hunger-relief organization in the winning singer’s name.

Girl Scouts of Northern California

The local council serves a diverse membership of 49,000 girls and more than 32,000 adult volunteers in a 19-county area from Gilroy to the Oregon border. In addition to promoting digital cookie 2.0 with news development and media sampling for cookie season, Fineman PR identified opportunities council-wide to advance the positive community and individual impact of the organization’s programs.  Regional broadcast, print and online feature coverage included stories and interviews for National Young Women of Distinction and Gold Award recipients, the 100-year proclamation in Sacramento with the state’s female legislatures, and the annual Golden Gate Bridging event.

SACRAMENTO, CA – JUNE 23: California Girl Scout Gold Award recipients look onto the Assembly floor during a proclamation recognizing the award’s 100th anniversary on June 23, 2016 in Sacramento, California. (Photo by Kelly Sullivan/Getty Images for Girl Scouts)

HNTB

Peyton Manning’s career-capping championship at Super Bowl 50 drew significant media attention last February, but HNTB’s innovative design of Levi’s Stadium earned its share of the spotlight. Amid the ubiquitous Super Bowl buzz, Fineman PR tapped into the conversation from an architectural design perspective to secure widespread national media coverage for HNTB. Highlights included features in the Associated Press, USA Today, The New York Times, Washington Post, ESPN, and more, making it one of the most successful PR campaigns in HNTB’s 100+ year history.

Photo courtesy of Jim Simmons

Habitat Horticulture at the SFMOMA

The S.F.-based living wall design firm was commissioned as part of the SFMOMA’s grand redesign. In collaboration with the museum, Fineman PR worked to raise Habitat’s profile and distinguish designer David Brenner’s singular approach. The wall, with breathtaking artistic features, is the largest living wall in the United States. Feature coverage included The San Francisco Business Times, Fast Company, Curbed, Inhabitat, Architect Magazine, San Francisco Magazine and Silicon Valley Magazine, with additional branded exposure in the New York Times, Vogue, Forbes, Bloomberg and Wired.

HealthRIGHT 360

Fineman PR continued to support the marketing and development team for one of California’s largest community healthcare providers, originating from the merger of the historic Haight-Ashbury Free Clinic and Walden House.  Executing on media strategy, expert positioning/thought leadership, event promotion, and collateral development, we secured regional and national features on critical programs and mergers underscoring the organization’s expanding influence. We also continued to promote its breakthrough Capital Campaign project.

IPREX Annual World Meeting Host

Last May, Fineman PR hosted our industry partners at the annual IPREX conference in San Francisco. IPREX is an international network of independent Public Relations firms with 1,800 staff and 115 offices worldwide working across the spectrum of industry sectors and practice disciplines. The conference had a record turnout of members from all over the world – Australia, Finland, Ireland, Prague, Berlin, Mexico City, Belgium, Dubai, Hong Kong, New Zealand, Paris, and, of course, from leading agencies throughout the U.S.

Materra Ɩ Cunat Family Vineyards

Materra Ɩ Cunat Family Vineyards has one of the newest winemaking and hospitality facilities in Napa Valley and engaged Fineman PR to build brand awareness and drive guest traffic. The agency brought a steady stream of wine media to the property and is developing the brand’s 10^th anniversary event.

Quintessa in Napa Valley

In our fourth year with Quintessa, we continued to generate top-tier wine coverage, highlighting the outstanding estate wine and unforgettable guest experience. Coverage included Conde Nast Traveler, Travel Channel, the San Francisco Chronicle’s best-of-wine country guide and an Associated Press exclusive harvest story that ran in dozens of major metropolitan newspapers and electronic news sites.

Ringling Brothers/Barnum & Bailey

Though Feld Entertainment recently discontinued its universally known circus franchise after a 100-year run due to high operating costs and a changing entertainment model, the company turned to Fineman PR in 2016 for breakout publicity in the Bay Area, a traditionally difficult market for the national touring brand. The Bay Area venue reimagined the circus experience for the 21^st century with its “Out of This World” show. In turn, Fineman PR exceeded expectations for feature coverage and brand-positive tone. It was exciting, and they will be missed.

Ritter Center

Fineman PR was called upon to help address a threat to the continuing operation of a Marin County mainstay and nonprofit organization, one that provided critical resources for homeless and low-income residents. We moved quickly to garner support through a grassroots digital campaign and editorial message development to advocate for what resulted in a successful outcome for the organization.

San Francisco Marathon

The 2016 race hosted the largest number of participants in the Marathon’s history, attracting runners from 67 countries and all 50 states. In our third year of working with the Marathon, we continued to generate momentum for its development via international media attention. Our Spanish-speaking staff worked closely with the ESPN Latin America crew to develop a feature on a local Latina runner. Our analytics team also worked closely with the S.F. Chronicle’s interactive division to develop a special report with data visualization.

The San Francisco Chronicle analyzed data from the San Francisco Marathon’s official results from July 31 for more than 8,000 registered racers, plus the individual runs of nearly 900 people who uploaded the details of their GPS-tracked races to Strava, the San Francisco-based running and cycling social network.

Sonoma County Vintners

The agency assisted the Sonoma County Vintners with a community outreach program, called Community Connection, to address the challenges of increasing numbers of visitors to the region. Member wineries pledged cooperation to controls set by use and event permits, a compliance officer position was created to monitor events at the winery venues, and the SCV expanded its best practices member education.

Wine Institute

Wine Institute, an advocate for California wine and more than 1,000 wineries and affiliated businesses, engaged Fineman PR for a crisis preparedness and issues management initiative. As the project continues, we are equipping the organization to prepare for crisis risks to the California wine industry and expanding the Institute’s expert resource pool to address challenging and highly technical industry issues.

The post State of the Agency 2016 appeared first on Fineman PR.