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March 19, 2010
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Edelman Supports International Paralympic Games in Vancouver, Whistler
Edelman is on assignment for The International
Paralympic Committee (IPC) as its 2010 Games
got underway this week in Vancouver and
Whistler, British Columbia.
Karyo Edelman GMs Patti Schom-Moffatt and Paul Welsh were among the torchbearers
Edelman is working closely with the IPC to handle
communications support ranging from interview
coordination for key IPC executives at the Games
to media relations outreach in several key nations.
In tandem with the March 12 Winter Paralympic
Opening Ceremony at downtown Vancouver’s
B.C. Place stadium, the team reached out to U.S.
media regarding the Paralympic Hall of Fame
induction of Chris Waddell, the most decorated
U.S. winter Paralympian. Edelman staff members
are also embedded at the in Whistler Paralympic
Media Center, assisting with competition media
relations needs.
Karyo Edelman general managers Patti Schom-
Moffatt and Paul Welsh were among the
Vancouver Paralympic Torch Relay torchbearers
who carried the flame through downtown
Vancouver on March 10. They were among an
elite group of fewer than 600 torchbearers for the
relay.
Patti with the torch in downtown Vancouver
Team members include Darren Roberts, Julia
Cameron and Mahafrine Petigara, Vancouver;
Lindsey Early of Chicago (working in Whistler forthe event); Mary Scott, New York; and NicholasWolaver, Atlanta, who conducted media outreach
in February.
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Chicago Consumer Helps Burger King Raise a Mug for Whopper Bar
Chicago Consumer Marketing recently helped
Burger King announce a milestone -- the opening
of a Whopper Bar in Miami’s South Beach
neighborhood that is the first in the U.S. to serve
beer.
Right in the backyard of Burger King’s Miami
headquarters, the world’s fifth Whopper Bar
presented the ideal opportunity to provide the
media with a progress report on how the Whopper-
centric concept had evolved. It also enabled the
client to highlight the addition of beer and a
delivery service to its domestic offerings.
The challenge came in ensuring that the coverage
clearly communicated the limited extent of the
beer offering – that it is restricted to the adult-
focused Whopper Bars and would not be available
at traditional Burger King restaurants. In addition,
it was important to Burger King that the focus on
beer didn’t upstage the real star: the brand’s
signature sandwich, the Whopper.
A strategic plan, created and executed by the
Edelman team, ensured that the first news out of
the gate would be a success. That came in anexclusive with USA Today, which touched on the
brand’s priority messages, clearly described the
Bar’s new offerings, and ultimately set the stagefor widespread attention from media and
consumers.
USA Today’s article was quickly followed by
distribution of a press release, Associated Press
coverage and more than 550 local TV mentions –
all carefully planned to be aired before Miami’smedia landscape shifted its focus to the Super
Bowl.
South Beach site is the 1st
in the U.S. to serve beer
With help from Media Services, nearly all of
Miami’s local outlets covered the Whopper Bar. It
even was the subject of jokes during monologues
on “The Jay Leno Show” and “Late Night with
David Letterman.” News broadcasts included
FOX News, CNN and PBS and notable blogs and
sites such as PerezHilton.com, WalletPop.com,
Slashfood.com and Gothamist.com. Print coverage
was secured in the Chicago Tribune and New York Daily News.
Deemed a success by Burger King, the program
established excitement for the newest Whopper
Bar and helped build anticipation for opening day.
The assignment was led by the account team of
Alix Salyers, Erica Sarakaitis, Lauren Kuzniar and
Lauren Ross with Katie Scrivano and Aaron
Gannon, Media Services, all Chicago.
__________________________________________________________Seattle Leverages Olympic Games to Showcase Washington as a Destination
This year’s Winter Olympic Games in Vancouver,
BC helped shine the spotlight on the entire Pacific
Northwest as a vacation destination.
To transform interest in the region into media
coverage that promotes its home state, Edelman
Seattle’s team on the Washington Tourism account
created a comprehensive communications plan that
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included developing an Olympics-focused travel
resource at
www.experiencewa.com/2010wintergames.
U.S. skating competition was held in Spokane
The plan included the hosting of two individual
media familiarization trips to Spokane during the
U.S. Figure Skating Championships (of which
Washington State Tourism was a sponsor).
The Seattle account group enlisted travel writers
who wanted to cover the events. They also worked
with the Spokane Regional Convention & Visitors
Bureau and the new Northern Quest Resort &
Casino to develop two-day itineraries that
highlighted Spokane as a value-focused traveldestination for Seattle-area residents.
Following the trip, the team received resoundingly
positive feedback from the writers and the Tourism
Office. Online coverage of the U.S. Figure
Skating Championships was secured immediately
following the trips on SeattlePI.com,
Examiner.com and PlanetEyeTraveler.com. The
writers promised to do future stories on Spokane
over the coming year.
The program is handled by Ian Jeffries, AmandaWatkins, Jacquelyn Potwin and Michael Eggerling,
all Seattle.
__________________________________________________________
2010 Already Off to a Big Start for Edelman Orlando
The new year is proving to be busy and productive
for the Orlando office.
Earlier this week, Senior Vice President LauraGuitar appeared on “Flashpoint,” an hour-long
public affairs program on the local CBS-affiliate.
Laura spoke about the Trust Barometer’s findings
and their relevance to Central Florida.
Last month, Orlando’s staff welcomed Edelman
U.S. President and CEO Matt Harrington and
Edelman Southeast Region President Claudia
Patton to a Trust Barometer event with more than
100 business and community leaders.
While in Florida, Matt was interviewed by theOrlando Sentinel about Tiger Woods’ public
apology - comments that were picked up on Web
sites across the country.
In mid-January, the office celebrated its second
anniversary and its growth from two to six
professionals under the umbrella of Edelman
Southeast.
Matt Harrington addressed the Trust event crowd that included many community leaders
The Orlando office focuses on corporate, digital
and health initiatives and is poised for continued
growth as the economy recovers.
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Chris Deri among World Economic Forum “Young Global Leaders” for 2010
Chris Deri, New York-based head of Edelman
Corporate Social Responsibility, has been selected
by the World Economic Forum to be among its
Young Global Leaders (YGLs) for 2010.
Chris Deri
The honor, bestowed each year by the WEF,
recognizes up to 200 outstanding young leaders
from around the world for their professional
accomplishments, commitment to society and
potential to contribute to shaping the future of the
world.
For 2010, the Forum has selected 197 Young
Global Leaders from 72 countries. Chris is among
the 38 people picked from North America.
“The World Economic Forum is a true multi-
stakeholder community of global decision-makers
in which Young Global Leaders represent the
voice of the future and hopes of the next
generation,” said Klaus Schwab, founder and
executive chairman of the WEF.
The 2010 honorees will become part of the broader
Forum of Young Global Leaders community that
comprises 660 outstanding individuals. The YGLs
convene at an annual summit – this year it will be
in Dar es Salaam, Tanzania in May.
__________________________________________________________
UK’s Ben Cotton Wins European Award for His Blog
Account Executive Ben Cotton of the Edelman UK
Digital group has won a European award for his
blog Social Web Thing.
Ben, who recently joined the UK Digital team
from the Centre for Public Relations Studies at
Leeds Metropolitan University, received the Best
Practitioner/Researcher award at the Euprera
Spring Symposium in Ghent, Belgium.
Ben has been blogging on the PR industry since
2007. He launched “Social Web Thing” in 2009 tofocus more on digital and social media and
employability issues.
Ben Cotton
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Ben said: “I’m delighted to have won the award
and must confess that I’m exceptionally proud,
given the high standard of blogs that mine was up
against. As I said throughout my presentation at
the conference, the success of the blog has little to
do with me and much to do with the many people
who have kindly given their time to answer Q&As
or give opinions – which in turn have stimulated
much debate. It’s their views and insights that have
added real value and a fresh perspective to ‘Social
Web Thing.’”
__________________________________________________________
Edelman Portland Volunteers with Transition Projects
Six Edelman Portland employees recently
volunteered for a night of providing meals at the
Clark Center, a shelter for men transitioning out of
homelessness. It is one of three shelters operatedby Transition Projects, a nonprofit agency.
Edelman staff prepared and served a lasagna
dinner for 90 men. The volunteers had a chance to
talk with residents and also with program directors
about their goal of meeting the basic needs of
people in transition from homelessness to having
housing.
Residents of the Clark Center were grateful for
their delicious meal. The Edelman colleagues said
they thoroughly enjoyed the experience and theopportunity to work with one another outside of
the office.
Edelman volunteers (L-R) Meredith Williams, Bre Landman, Alyson Angelo, Jessica Johnston and Erika Simms. Shannon Huggins, the sixth member, is not shown.
__________________________________________________________
Bob Reincke Dan Edelman John Edelman
Editor Editor-in-Chief Contributing Editor
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10 I
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consultant and started Bishop Accountability,which is in the process of procuring more than 3million pages of records about the Church's sex-abuse scandal. According to McKiernan, the maininstitutional characteristics that produced the crisiswere the Church's obsessive secrecy and itshierarchical nature. Those at the top of thepyramid, the bishops, were exempt from anycorrective accountability from below. This dynamicisn't unique. "There are various ways in which theChurch is a peculiar institution," McKiernan says."But," he adds, "it is also simply an institution inwhich the rules of power apply and the effects ofsecrecy apply. I'm not surprised that people doingunexamined things do bad things."
That dynamic has played itself out throughoutsociety. Look at CEO pay. In 1978, according tothe Economic Policy Institute, the ratio of averageCEO pay to average wage was about 35 to 1. By
2007 it was 275 to 1. Nell Minow, a lawyer andcorporate-governance expert, has for decadeswaged a one-woman crusade against excessiveCEO pay. She has watched as CEOs have foundways to manipulate the levers of governance anddevise ingenious methods of guaranteeingthemselves windfalls regardless of their company'sperformance. "It's like going to a racetrack andbetting on all the horses, except you're usingsomeone else's money," Minow says. "You knowone of them is going to win. As long as you're notpaying for the tickets, you're going to come outahead."
Of course, it's not really news that very gifted andtalented people can make poor, even colossallycatastrophic judgments. But the fact is, a complexsociety like ours requires many tasks to beperformed by experts and élites, and tackling someof the most difficult and urgent problems we facerequires repositories of authority that cansuccessfully marshal public consensus.
Take the problem of climate change. It's beyondour ability to recognize the imperceptible upwardcreep of global temperatures, so we must rely onthe authority of those who are doing the highly
complicated measuring. But at a moment when wedesperately need élites and experts to use theirsocial capital to warn the populace of the dangersof catastrophic climate change, skepticism is rising.A comprehensive Pew poll released in Octoberfound that only 57% of respondents think there'sevidence of warming (down from 71% last year),and just 36% think it's because of human activity(down from 47%). This is the danger of living in asociety in which the landscape of authority hasbeen leveled: it's not there when you actually needit.
The élites' failures of the past decade should teachus that institutions of all kinds need input frombelow. The Federal Reserve is home to some ofthe finest economists and brightest minds in thecountry, and yet it still managed to miss an $8trillion housing bubble and the explosion of thesubprime market. If, say, the Federal Reserve Act
required several seats on the board of governorsto be reserved for consumer advocates — heck,even community organizers — it would have beenharder to miss these twin phenomena.
If there are heartening countertrends to the pastdecade of élite failure, they're the tremendousoutpouring of grass-roots activism across thepolitical spectrum and the remarkable surge ininstitutional innovation, much of it facilitated by theInternet. In less than a decade, Wikipedia hascompletely overturned the internal logic of theEnlightenment-era encyclopedia by radically
democratizing the process of its creation. Farmers'markets have blossomed as a means ofchallenging and subverting the industrial food-distribution cartel. Charter schools have grown forthe same reason; local school systems are nolonger viewed as transparent and democratic.
This, one hopes, is just the beginning. All thesenew institutions are inspired by a desire todemocratize old, big oligarchic hierarchies anddevolve power downward and outward. That's ourbest hope in the decade to come. For at the end ofthe day, it's the job of citizens to save élites fromthemselves.
Hayes is the Washington editor of the Nation
Read more:
http://www.time.com/time/specials/packages/article/0,28804,1971133_1971110_1971117,00.html#ixzz0huZ5pkNx
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“Everybody knows who we are becausethey saw us in Beijing; they saw us inTorino,” said Lykkemark, who has also hadto ramp up media relations in Vancouverthanks to reports that a food preparationarea in Sochi House operated by anothercaterer did not meet food preparationstandards.
On the PR side, Karyo EdelmanCommunications Inc.’s large involvementin the Vancouver Games can also betraced back to its experience in the BC-Canada pavilions in Torino and Beijing.
In 2005, Karyo Edelman was KaryoCommunications and was too small andlocal to win the bid to organize the BCOlympic Secretariat’s global
communications strategy in Torino. To winthe bid, Karyo partnered with Edelman, aglobal PR heavyweight that has beeninvolved in some capacity in every OlympicGames since 1976.
As a profile-raising exercise for the 2010Games, the BC-Canada Pavilion in Torinowas a huge success.
Paul Welsh, Karyo-Edelman’s generalmanager, is especially proud of the street-hockey games the BC-Canada team
organized daily in the Piazza adjacent tothe pavilion.
The pavilion and the street-hockey gamesreceived 45 million Internet hits throughmedia coverage.
In April 2007, Edelman bought controllinginterest in Karyo.
“Would Edelman have coming knocking onour door to buy us without our experience
together at the Olympics? I don’t think so,”said Welsh.
During the 2010 Games, Karyo-Edelmanhad more than a dozen local, national andinternational clients involved in the Games.
“For us, the Olympics has been a catalystto take the firm to a completely differentlevel with clients and relationships that weonly could’ve imagined seven years agowhen the bid was announced,” said Welsh.
He hopes that Karyo-Edelman’s previousexperience in the Games and, moreimportantly, its parent company’s long-standing involvement in the Gamestranslates into further Olympic work for theVancouver arm of Edelman.
“For some of my competitors that aren’tconnected, the Olympic run is over, but forus it doesn’t have to be,” said Welsh.
Clint Flood, president of ViewpointTechnologies Ltd., a Victoria firm thatcreates software for managing largesporting events, first become involved inthe Games during the 1988 CalgaryOlympics. He likens the networks ofindividuals and businesses thatconsistently find jobs at each OlympicGames as a travelling caravan or circus.
“The event industry worldwide is a tight-knit community,” said Flood. He noted thatemployees of VANOC will also haveopportunities at other large-scale sportingevents such as the Pan American Gamesin Toronto in 2015, the next big sportingevent to be hosted by a Canadian city.
“The fact is that now there are a lot morepeople in B.C. who are hooked into [these]events.” •
_____________________________________________________________________________________
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Hiring Freeze Starts to Thaw as Agency Business Hunts for Talent
WPP, Edelman, BBH, OMD Look to Hire; LinkedIn Lists 1,300 Openings
By Michael Bush
Published: March 15, 2010
NEW YORK (AdAge.com) -- After a nearly yearlong hiring freeze and having shed 14,000 employees,
WPP chief Martin Sorrell had a bit of good news last week: The holding company is staffing up.
It's a welcomed announcement for an industry that lost almost 200,000 jobs between December 2008 and
January 2010. Firms from Edelman to OMD to BBH are adding to their ranks, crediting a strongerbusiness outlook and a need to add people with new skills.
"Agencies had to respond to what was going on in 2009 by making some massive cuts," said Pat
Mastandrea, founding partner-CEO of the Cheyenne Group. She said when the market started to turnaround in the fourth quarter of 2009 and budgets started to grow back, you had agencies that were too
lean. "Now those agencies are in the process of having to address that by recruitment. And it's even
stronger in the first quarter of 2010 than it was in the last quarter of 2009."
A search on LinkedIn jobs revealed nearly 1,300 agency listings for positions ranging from accountexecutive and account director to senior account executive and business-development specialist. That's
still a far cry from the number of jobs lost, and it's hard to believe the industry will ever equal the size it
once did. But the recovering economy, new business and an uptick in spending from existing clients
has Edelman hiring "in a big way," said Laura Smith, managing director-U.S. human resources.
And it's not just replacing the jobs it cut last year. "It's mostly growth," she said. "At this time last
year we had 25 positions open and today we have a little over 100."
Alan Cohen, U.S. CEO of Omnicom Group's OMD, said his agency's increased hiring is driven by the
health of the media business in general and the amount of new business the agency has brought in over
the past two years.
Social media recruiting
While many agencies are still working with recruitment firms, some like BBH and Edelman are relying
heavily on social-media outlets such as Facebook, Twitter, LinkedIn or their own websites.
Edelman's in-house recruiters have been trained to use social media to seek candidates, especially for the
digital positions, said Ms. Smith. "We don't put ads in the paper anymore and it shocks me that companies
still do."
Agencies are also seeking new types of hires. BBH Labs announced last week on its site that it's "looking
for a rare breed of person," for whom "technology is your oxygen -- you need it every second of the day
and always want the freshest air, but you understand that not everyone is like you, so you can translate it
into natural consumable language."
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Ann Brown, founder of recruiter Ann Brown Co. , said it's not just digital jobs that are being filled.
"Fortunately there are a number of agencies evolving the way they need to be and are hiring people with
360-degree experience," Ms. Brown said. "They don't want to train anybody in digital if all they have is a
traditional background. They want people coming in to look at things from all sides."
Edelman's Ms. Smith said the agency has been hiring people across the board in practices areas such as
corporate, public affairs, health care and technology.
Ms. Brown said that while chief financial officers are still keeping the reins pulled tightly on certain
aspects of spending, they do appear to be feeling more comfortable about filling some of the slots vacated
through layoffs last year.
Harris Diamond, head of Interpublic Group of Cos.' Constituency Management Group, said, "There is and
will be hiring going on" in areas such as social innovation. "But there are other areas of our businesses
where, frankly, you just lose some people and there won't be replacements for them."
"There are signs of life but I have to be honest, for the last two-and-a-half years we have had little jumps
in hiring for four to six weeks and then it will settle back down," said Paul S. Gumbinner, president of
recruiter Gumbinner Co. "We do have more jobs in the house right now... I'm just not sure it's going tolast."
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Posted on March 10, 2010
Corporations Must Consider Haiti's Long-Term Needs
by Jane Madden, Senior Vice President, Corpor ate Social Responsibility &Sustainability, Edelma n
It has been two months since a magnitude 7.0 earthquake devastated thenation of Haiti, and the outpouring of corporate assistance for relief andrecovery efforts there has been heartening. American companies, inparticular, deserve praise for the size, breadth, and speed of their charitableresponse.
Still, the corporate community must recognize that Haiti requires long-termreconstruction and economic development; a donors' conference inMontreal in January put the price tag at $3 billion over the next decade.
Today, corporate social responsibility obliges companies to go beyond simply providingimmediate assistance when catastrophe strikes an impoverished nation such as Haiti. Instead,the business community must strive to ensure that Haiti serves as a laboratory for long-termpost-disaster reconstruction.
To that end, let's adopt a "build back better" approach. This is an opportunity for the businesscommunity, donor governments, foundations, and nongovernmental organizations to assist in
developing better infrastructure, agriculture, educational, healthcare, and telecommunicationssystems for the Haitian people.
Such an effort will require real public engagement — including businesses partnering withgovernments, multilateral agencies, and NGOs to truly live up to their pledges of corporateresponsibility and to ensure progress in the Western hemisphere's poorest country.Corporations must step up with their latest technology and innovations, business acumen, andskilled workers and at the same time contribute to building the capacity of Haiti's workforce.
This doesn't mean companies have to break the bank to make a major contribution to Haiti'srecovery. Indeed, in many cases they can make a bigger impact by concentrating on a few key areas related to their core business. Assistance for Haiti's major industries — textiles and
tourism — is likely to be especially helpful, as such assistance will help the government of Haitirestore its two most viable industries and create desperately needed jobs.
Robert Zoellick, president of the World Bank , noted that with the access to the U.S. marketcreated by congressional legislation passed in 2008, "Haiti can create jobs in its apparel andagriculture sectors. It can promote the private sector by creating an enabling environment forinvestment and building the infrastructure of power grids, ports, and roads."
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American corporations and their stakeholders must understand how helping Haiti over the longterm also helps them. By contributing to Haiti's reconstruction in a lasting, meaningful way,companies will be helping to build a new, more vibrant Caribbean market for their own goodsand services.
It's time for American business to be a change agent in Haiti. Make no mistake, the Haitianpeople will embrace the effort. As a well-known Haitian proverb puts it: Men anpil, chay pa lou."Many hands make a workload lighter."
Jane P. Madden is senior vice president and director of Edelman's corporate socialresponsibility and sustainability practice in Chicago.
©2010 Foundation Center
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