L: Chapter 1 – Developing Leadership Communication Strategy

L: Chapter 1 – Developing Leadership Communication Strategy

Teaching Notes



Chapter 1, the first of the five chapters on “core” communication, provides instruction on developing communication strategy, analyzing an audience, and organizing written and oral communication for different purposes and audiences. Students will use the techniques introduced in this chapter throughout the leadership communication course. In particular, the students need to master the strategy framework and learn to apply it in all communication situations. Therefore, the instructor will probably want to use all of the exercises in this chapter to ensure the students master the concepts and are able to apply them.



Instructors will probably want to start the class by going through the PowerPoint slides for this chapter. After going through all of the slides, the instructor may want to have the students start working on Exercise 1.1 in class.


Exercise 1.1: Communicating Bad News


The Case: Superior Foods Corporation Faces a Challenge



The Superior Foods case offers several interesting strategy choices in relation to organizational structure of the message (direct vs. indirect), media selection, and spokesperson. Because the employees will be receiving bad news in a context that is also quite uncertain, we recommend that these messages be designed using an indirect organizational structure (although we have provided examples of both below). The audience will be negatively predisposed to hearing this information, so building a foundation of facts and explaining the circumstances will be important to establishing management credibility before announcing the layoffs. The instructor will want to consider media or channel choices and spokesperson designation when tailoring the assignment to meet the needs of the class. In-depth audience analysis is particularly important in this case: students must focus on identifying the information and “feeling” needs of the employees as they develop the communication strategy.



Approaches to Teaching



Instructors may want to use the case to help students learn to develop a full communication strategy or limit it to audience analysis and a writing exercise. The instructor can compare and contrast the direct vs. indirect approach and discuss when and why the indirect approach might be preferred.



1. Strategy Instruction. If you choose to teach this as a strategy exercise, you may want to begin with a 15-20 minute discussion of the broader context to establish some shared assumptions before you start work on the case. Students may wonder if layoffs are necessary or whether the company might adopt other methods to scale back production. Students will wonder how the company would choose the employees to be laid off, how long the layoffs might last, whether medical coverage would be available to employees during that time, etc. The class may choose to establish and work with a common set of assumptions; or, if the case is assigned as an individual effort, the instructor may ask students to list any assumptions they make on a separate sheet of paper.



Once the class has agreed on some shared assumptions, you could break them into groups of 4-6 to spend about 15- 30 minutes discussing the strategy. Students should identify the specific information and “feeling” needs of the audience, consider who would be the best spokesperson, discuss the pros and cons of various channels to communicate most effectively, and determine appropriate timing. Groups may decide that a meeting would be better than a memo, or they may prefer a meeting followed by a memo that lays out the facts so employees can take the memo home to share with their families. Groups should use Exhibit 1.4 to guide their discussion of the strategy.



After the group discussion period, groups may gather to share their conclusions; the instructor may use this as an opportunity for students to make an impromptu oral presentation to the class.



2. Writing Instruction. If the instructor plans to use the case as a writing exercise, the group should first establish a shared set of assumptions. Students should next work together or independently to structure a pyramid or other organizational device to guide their writing, after which they should draft the e-mail or memo assigned. Each student could return to the next class session with the memo for peer review and discussion, if desired.



The instructor could assign one of the following three writing assignments (listed here in order of difficulty from easiest to most difficult):



1. Memo or e-mail communicating the company’s situation (basic information about the mad-cow disease and restriction on exports) and inviting employees to a meeting where they can learn all the details.

2. Post-meeting memo providing key information and explaining the details of the layoff; this memo would be designed as a handout for employees to take home after the meeting.

3. Memo or e-mail actually announcing the layoffs (possibly inviting to a meeting as well).



Questions for Discussion



· What key questions would you have if you were an employee?

· What questions do you think the laid off employees will have?

· How does Schroeder want the employees to feel about the company, and what can he do to sustain the morale of the employees who are not being laid off?

· Who is the best spokesperson for the memo – Ben Schroeder or Jason Starnes – and why?

· What is the best medium for communicating this idea – an e-mail, memo, meeting, or perhaps some combination of media?

· What is the best timing, before or after Christmas and the New Year?



Instructor Analysis Prior to Teaching Superior Foods Case



The following are some assumptions you might choose to make before approaching the assignment:

· The layoffs will affect 25% of the workers, or about 100 people, and the company will lay off those most recently hired. The exact names of those who will be laid off have not yet been decided, but the company will know within 48 hours.

· The layoffs will last for at least three months but could possibly last for a longer time.

· The production shutdown will involve only parts of the plant.

· Employees will still have access to the company’s health care and will be eligible for unemployment assistance from the government.

· The company is not unionized.



The table below summarizes some additional analysis the instructor may find useful.

Superior Foods Case Communication Strategy Analysis

Component


Analysis

Context


· The situation is very uncertain; Schroeder does not know how long the layoffs will be needed.

· Superior is a large international company, but the Nebraska City plant employs only about 400 workers, so it is a relatively small, family-friendly group with a casual corporate culture.

· The workers may be from a variety of cultural and educational backgrounds, so the communication needs to be clear and straightforward rather than complex.

Purpose


· Ben Schroeder needs to inform the employees of the facts of the decision and be sure that they have all the information they need.

· He wants to make the employees feel that they are being treated fairly, to minimize any angry responses or violent actions by disgruntled employees, and to ensure that, when he needs to re-hire them, most of them will be able to return to the company.

· Schroeder also needs to ensure that the morale of the employees who are not being laid off stays reasonably high – they need to feel that the actions are fair and are being taken to ensure the long-term sustainability of the Nebraska plant.

· The communication needs to be complete and consistent with other Superior Foods messages so that if it is conveyed to secondary audiences (such as friends, neighbors, and possibly even media reporters in the city) the company’s message is still complete and clear.

Superior Foods Case Communication Strategy Analysis (continued)

Component


Analysis

Audiences


· The employees are the primary audience and the secondary audiences might include friends, neighbors, possibly city officials, and the media.

Message


· The primary audience needs to know the following:

­ Why is this happening?

­ Are we in any danger of getting the mad cow disease?

­ How will the company select people to be laid off?

­ Were any other options considered by management?

­ When do the layoffs start?

­ How long will it last?

­ What should I tell others about this?

­ Will the laid-off workers get unemployment?

­ Will those not laid off have other job responsibilities in the meantime?

­ How can those with jobs help support those who were laid off?

· Management will probably want to organize the information indirectly, starting with the facts about the situation (probably in chronological order) and what steps Superior Foods needs to take to ensure the long-term viability of the plant; however, the audience will become restless and even distrustful if management takes too long getting to the point.

· Next, the details about the layoffs should be reviewed.

· Finally, the employees need to be told where to go for additional information

Medium/ Forum


· Schroeder may want to start with a memo laying the foundation for the information to come. The details of the layoff should be delivered in a meeting, since this is a relatively small company and people will want to hear the news from Schroeder.

· Schroeder should offer a short presentation followed by a question and answer session so that everyone feels that management is hearing his or her concerns are. (Depending on the organizational design of the company, Schroeder may want to tell his senior managers first and then move into a meeting with the line employees).

· Next, Schroeder should distribute a memo that reiterates all the facts; workers can take the memo home to help share the news with their families. The memo should have the phone number for the Human Resources department and the website information available so people know where to get answers to any questions they forgot to ask at the meeting.

· If the company has a company intranet or video capabilities, the meeting presentation could be recorded for any employees who are unable to attend.

· The meeting should be held as soon as possible. Once the company decides on the names of those being laid off, the individuals should be notified in person by their supervisors.



Superior Foods Case Communication Strategy Analysis (continued)

Component


Analysis

Spokes-person


· Schroeder should be the main spokesperson since he is the Nebraska plant manager and has the highest credibility.

· Jason Starnes could deliver the message, but it would probably seem to the employees that Schroeder was “ducking” the responsibility and leaving it up to the corporate office, so Schroeder really needs to be the primary spokesperson. For additional communications with employees, mid-level managers may assist.

Timing


· The meeting should be held as soon as most of the facts are known so that rumors do not get started and reduce morale any further. See the media section for information on sequencing of the various channels.

· The question of before or after Christmas and the New Year is an important and difficult one to answer. Before would allow immediate communication with employees, which is usually preferable and allows employees to avoid spending beyond their means. However, after would avoid ruining the holidays for them and may seem more humane to many. The best answer depends on how much information management has to share immediately. It is doubtful that specifics on who is being let go will be available that fast, and it would probably be best to avoid simply saying that layoffs are likely and sending everyone home worried. Delaying too long is not fair either and risks the media getting the information before the employees, which you would want to avoid. Therefore, it is probably best to announce the possibility of layoffs with restrictions on how many and an explanation of what groups will most likely be affected.

Feedback/ Measurement


· Schroeder can evaluate the effectiveness of his meeting and memo by gauging several factors:

· The level of questions to him and to the Human Resources representative.

· The number of incidents of openly disgruntled or aggressive employees.

· The level of media coverage.

· Morale: during the lay-off period, the company should meet with remaining employees or use a survey to measure morale.

· Number of skilled employees who are still willing to return to the company after the layoff period.



Example Response to Memo for Superior Foods



Purpose Statement for Ben Schroeder’s Memo to Announce Layoffs and Invite Employees to the Meeting (See assumptions in Instructor Analysis)



Ben needs to inform the employees of the facts of the situation, ensure them that they are not in any danger from the mad cow disease, announce the reasons behind and need for production cutbacks and the temporary layoffs, and provide complete information on the meeting (time, place, etc.)



His memo needs to convey that while they do not yet have all the information, the company will administer the layoffs fairly and that the layoffs are necessary to ensure the long-term sustainability of the Nebraska plant. Conveying these ideas will help maintain the morale of the workforce that is not being laid off. The communication needs to be complete and consistent with other Superior Foods messages so that if it is conveyed to secondary audiences (such as friends, neighbors, and possibly even media reporters in the city), the company’s message is still complete and clear.



The Metroburg exercise offers an example of a pyramid. For this exercise, we have offered a sample idea map below the example memos.



Example of a memo using the direct approach to Superior Foods Case





SUPERIOR FOODS CORPORATION

MEMORANDUM





To: All Employees

From: Ben Schroeder, Plant Manager

Date: December 23, 2005

Subject: Meeting on Company’s Production Cutbacks



As many of you have read in the news, the U.S. Department of Agriculture recently announced the discovery of bovine spongiform encephalopathy, better known as “mad cow disease,” in a single Holstein cow in Washington State. As a result, many of our international customers have banned imports of beef products from the United States. Without international markets for our products, we have no choice but to reduce our production levels by approximately 25%. An unfortunate but necessary consequence of production cutbacks is that temporary employee layoffs will be needed.



The details of the production cutbacks are being worked out. We will reassign duties and adjust schedules to determine the minimum number of layoffs required and be sure that the layoffs are fair. I invite all of you to a meeting this afternoon at 3:00 p.m. in the main conference room to discuss impending layoffs and to give you more information.



We Must Cut Back Production



We believe these reductions in workforce will be temporary, but they are essential if we want Superior Foods to survive. We will be able to store many of our processed meat products until the bans are lifted. In the meantime, we must take definitive action to ensure the survival of our company. If we cut production approximately 25% for several months and produce only products that freeze for easy storage, we will be best prepared to meet the balance of supply and demand when the bans end. If we over-produce our products, prices will drop, causing further long-term disruption to our business.



Our Products Are Safe, but Our Survival is Not



Our rigorous safety and inspection standards have made Superior Foods one of the most trusted names in the industry. Mad cow disease has not been found in any of our variety meats and we have every reason to believe all our products are safe. However, seven countries have already imposed either partial or total bans on U.S. imports; the result is that the international market for our products has closed. Senator Nelson is busy working on behalf of the State of Nebraska to lead international efforts to ease the bans, but we expect at least a three-month period in which our products will only be sold here in the U.S.



Today’s Meeting Offers More Information



I have always valued our ability to communicate openly with each other here at Superior, so I wanted you to know, as soon as possible, what our action plan must be. I know that you will all have many questions, and I invite you to join me in the conference room at 3:00 p.m. to ask them. I assure each of you that Superior will do everything possible to support our employees; we will pay for health care for several months and help each affected employee file for temporary unemployment benefits.



I know this is a difficult time, particularly coming at this time of year. We are a family here at Superior Foods, and we will do all we can to help laid-off employees come back to work as soon as possible. I will see you all at 3:00 p.m. to answer your questions about our plan to survive the international bans on imported beef products.

Example of a memo using the indirect approach to Superior Foods Case



SUPERIOR FOODS CORPORATION

MEMORANDUM





To: All Employees

From: Ben Schroeder, Plant Manager

Date: December 23, 2005

Subject: Meeting on Company Response to International Import Bans



As many of you have read in the news, the U.S. Department of Agriculture recently announced the discovery of bovine spongiform encephalopathy, better known as “mad cow disease,” in a single Holstein cow in Washington State. As a result, many of our international customers have banned imports of beef products from the United States. We will be able to store many of our processed meat products until the bans are lifted. In the meantime, we must take definitive action to ensure the survival of our company. This memo outlines our situation and the steps we are forced to take in response to these bans. I invite all of you to a meeting this afternoon at 3:00 p.m. in the main conference room, where I will give you more information.



Our Products Are Safe; Our Market Position Is Not

Our rigorous safety and inspection standards have made Superior Foods one of the most trusted names in the industry. Mad cow disease has not been found in any of our variety meats and we have every reason to believe all our products are safe. However, seven countries have already imposed either partial or total bans on U.S. imports; the result is that the international market for our products has closed. Senator Nelson is busy working on behalf of the State of Nebraska to lead international efforts to ease the bans, but we expect at least a three-month period in which our products will only be sold here in the U.S.



We Must Cut Back Production

Without international markets for our products, we have no choice but to reduce our production levels. We believe these reductions will be temporary, but they are essential if we want Superior Foods to survive. If we cut production approximately 25% for several months, and produce only products that freeze for easy storage, we will be best prepared to meet the balance of supply and demand when the bans end. If we over-produce our products, prices will drop, causing further long-term disruption to our business.



I have always valued our ability to communicate openly with each other here at Superior, so I wanted you to know, as soon as possible, what our action plan must be. An unfortunate but necessary consequence of production cutbacks is that temporary employee layoffs will be needed. The details are being worked out. We will reassign duties and adjust schedules to determine the minimum number of layoffs required and be sure that the layoffs are fair. If you are affected, your direct supervisor will notify you personally by the end of the day.



Today’s Meeting Offers More Information

I know that you will all have many questions and I invite you to join me in the conference room at 3:00 p.m. to ask them. I assure each of you that Superior will do everything possible to support our employees; we will pay for health care for several months and help each affected employee file for temporary unemployment benefits.



I know this is a difficult time; we are a family here at Superior Foods and we will do all we can to help laid-off employees come back to work as soon as possible. I will see you all at 3:00 p.m. to answer your questions about our plan to survive the international bans on imported beef products.





<쩌̡>

Mad Cow Disease is affecting company

Discovered in one cow in Washington

International bans stop exports of products

How long?

Can bans be lifted?

Production cutbacks needed to ensure plant’s survival

How much, for how long?

Which shifts?

Layoffs will be required

What about everyone else – how will our jobs change?



Will lay offs be fair?

What will company do for those laid off?

Is this disease in any of our products?

Are workers safe?

How can we learn more?

Company to hold meeting today

Sample idea map for exercise 1.1

Details for meeting

Who will be laid off and for how long?



Exercise 1.2: Developing Communication Strategy



The Case: Spree Cruise Lines



This exercise provides a relatively simple context; most students can imagine themselves as a passenger in this situation and will find it easy to identify how the passengers might feel and what they would want to know. The case does not involve a serious crisis or danger to health and most likely will not involve a material impact to the company’s financial situation; therefore, we avoid the need to introduce some of the complications associated with crisis communications and fair disclosure regulations for a public company.



Approaches to Teaching



The case is designed to guide students in developing a comprehensive audience analysis and communication strategy for multiple constituencies. It can also be used as a basis for team oral presentations and may be expanded into a writing assignment if you choose to assign a memo written to cruise employees or a communication to passengers.



For a focus on audience analysis and communication strategy, you may use the case as an individual assignment or break the class into four to six groups to consider separate audiences. If you are working with groups, you may want to begin with the premise that Spree will need to develop a comprehensive strategy and that Tara has initiated the effort by assigning groups to work with the strategy for each of the following audiences:



· Passengers/customers now onboard the cruise. You may choose to let the groups uncover the various channels on their own, or you may point out the media already used to communicate to passengers: the ship’s daily newsletter, the PA system, announcements at meals, etc. The muster station is a true “red herring” in this example, because if the passengers are all called there, they may panic in belief that the vessel is sinking!

· Employees on the vessel. You may want to ask the group to consider whether the employees suspected a problem on the previous cruise.

· The news media in New Orleans. You may point out that the internet café on the ship would allow for passengers to contact people in the home or port cities, so the media may learn of the problem quickly.

· Spree’s shareholders. You may choose to make some assumptions about the financial implications of the cruise interruption and the potential liability for damages linked with the building vibrations.

· Future customers/general public. The general public audience may be combined with the news media if the class has only four groups.



NOTE: You may expand to a sixth group by having one group address the City Government in New Orleans. Since little is known yet about the nature of the problem in part one of this case, add the information from the Spree Case, Revisited, in Exercise 10.2. The instructor may also consider whether to add some of this information for the group addressing the shareholders.



Groups can spend the first 30 minutes using flip charts to record their ideas and develop an audience analysis and communication strategy, using the questions in the assignment and/or Exhibit 1.5 as a template. Astute students may ask to coordinate with other groups during their breakout session; you may allow this, or tell them the company plans to coordinate once all the groups have reported their findings.



Debriefing



The instructor may point out that the Spree corporate headquarters would be sure to coordinate responses for a unified and consistent message with additional facts delivered to each audience as appropriate.



The debriefing can be accomplished as a group case discussion or in conjunction with reports from the individual groups. If time permits, each group could prepare and deliver a five-minute report to the class on the key findings. If time does not allow for oral presentations, the instructor should be prepared to debrief the discussions by asking questions and listing information on the board for each key constituency, pointing out ways to coordinate the communication in terms of timing, channels, and messages.






Example Responses for Exercise 1.2: Developing Communication Strategy



For the purposes of the teacher’s guide, we have offered an in-depth analysis to address the audience of current passengers. In class, each student group would develop a comparable analysis for the group’s designated audience. See the table at the end of this sample for some ideas related to each audience, which might be a student response if you had assigned this exercise as an individual assignment.



Question #1: See the “approach to teaching” section for a list of major audiences.



Question #2: Audience analysis for the current passenger group



a) The cruise line needs to inform the passengers about what is happening and why, and what to expect in terms of logistics and possible compensation.



b) The passengers will want to know:

- why one engine will be shut down

- if they are in any danger and if there is anything else wrong with the ship

- when they will reach the vacation port(s) and home

- which shore excursions will still be possible

- how to reschedule or get refunds for shore excursions already booked

- if they can disembark from the vessel when it docks in Cozumel and, if they do, whether they will be refunded any of their cruise fare

- what monetary or other compensation the cruise line is willing to give them for the inconvenience (whether they stay aboard or disembark).



c) The passengers are disappointed that their vacations are ruined and are probably angry. Those who disembark will have to make travel arrangements on their own, and those who stay onboard will wonder if the cruise line is treating them fairly. Passengers probably suspected that the vessel was not functioning properly and may wonder if the cruise line knew about the problem before they left port.



The cruise line would like passengers to feel that the situation was beyond the control of the cruise line and that the company is sorry for the inconvenience. The company wants to make all passengers feel that they have been treated fairly and keep them as future customers. The line wants to minimize complaints current passengers may make to friends, family, and the press as a result of the problems with the cruise and how they felt they were treated. Accomplishing this goal is important to securing Spree’s future customer base as well as keeping the current passengers as Spree customers.



d) The cruise line will motivate the passengers to accept their message by offering financial compensation along with sincere apologies and by providing as much information about the situation as possible. They should offer an immediate shipboard credit to each passenger as monetary compensation for the inconvenience, make it as easy as possible to get credit for cancelled shore excursions, and schedule additional shipboard activities to make up for the inconvenience. The company may want to consider discounts on future cruises.



Question #3: Communication Strategy (answered for the passenger audience)



a) Objectives. Tara’s personal objective in coordinating communication with the passengers would be to assure the shipboard captain and cruise director that she can help them and can be relied on as a resource in the future.



With regard to the passengers, Tara wants to tailor a communication that informs them about what has happened and provides all the information about what to expect. She also wants to ensure that the customers are satisfied enough with the cruise line’s response that they will choose Spree if they take another cruise. She wants to minimize the incidents of passengers telling friends and neighbors how disappointing it was and spreading negative opinions about Spree. Her response will affect future marketing efforts, so it is important that customers feel they are treated fairly and with empathy and that the cruise line understands that their vacation expectations were not met.



b) Spokesperson. Tara should help develop the wording for the communication, but it might be best for the captain to deliver it since he is in charge of the vessel at sea. Another choice for spokesperson would be the cruise director, although his best role might be to answer any questions after the captain has made his announcement. Any follow-up communications to passengers after the cruise has ended can come from Spree’s corporate office.



c) Channel. A variety of channel choices exist for the cruise line to use: shipboard newsletter, PA system, announcements before events such as the evening shows, letter under each cabin door, etc.



Since many passengers return to their cabins only at night, the first information about the delay of the schedule should come over the PA system during the meal times, since most passengers are in the dining area. The announcement could refer to a special issue of the ship’s newsletter that has all the details; this document would be posted in public areas and a copy placed under each cabin door.



Each employee on the vessel should be briefed about how to answer questions, especially the dining room staff. The cruise director should make additional announcements at the evening shows and be available to answer questions. After the cruise, individual letters should be mailed to each customer’s home with an additional apology.



d) Timing. The announcements should be made as soon as the employees are briefed and ready to answer questions. The newsletter should be ready for simultaneous release and placed under cabin doors. After the cruise, letters should reach customers within a few days of their arrival home.



e) Cultural context. The customers are mostly Americans, so they will expect relatively straightforward communications and want the opportunity to ask questions. The communication should be written using clear and concise language rather than “legalese” or very complex sentences.



In terms of the culture aboard the ship, communication should flow along the standard lines of authority (captain on down to crew).



f) Measure of Success. In the short term, the number of complaints onboard can be measured to see how the passengers are responding to the news. In the longer term, Spree may need to gauge market share from the Port of New Orleans on these cruises, and they will want to track the number of passengers who use any discounts on future cruises.



See strategy table below for other audiences.



Strategy Table for Spree Case – Exercise 1.2

Key ideas for each audience in the Spree communication strategy: (see full example for passengers)

Audience


Medium


Purpose


Message


Spokesperson


Timing


Measure of Success

Employees on the vessel


Meeting in each area


Inform. Prepare employees to answer questions, reassure them that the vessel is safe. Employees may wonder if the company knew about the problem, students may make an assumption about the facts if they wish.


Ship’s engine needs to be shut down for mechanical purposes, ship not in danger, ports of call limited and shortened, details on compensation for passengers and how to help passengers re-book excursions, etc.


Captain should speak to next in line crew – then down the chain of command expected on the vessel


Before the news is delivered to the passengers


Crew is able to answer questions and few problems reach the captain’s or cruise director level

New Orleans News Media


Phone calls to area reporters and press release to local media (not for national distribution); respond to any inquiries immediately. A press release should also include a hotline phone number for media or relatives of passengers needing further information.


Persuade. Maintain credibility with local media that company will offer information and be fair to passengers; provide information before media is contacted by another source; use media as means to connect with general public and future customers


Information on vessel engines and safety of ship; news about limit on ports of call; information on how relatives of passengers can obtain more information (see hotline in medium section).



Student groups will need to decide how to address building vibrations


Tara Hoopes (for a more serious situation, a higher level manager or executive would be required)


After announcement to passengers. Call key media contacts when press release is being distributed.


Limited media coverage – the company can expect to see this as news on the day the story breaks and the day the ship arrives back in home port, but limiting any negative coverage would be most advantageous to the company

Spree shareholders


Assuming that the meeting referred to in the note (on Tara’s chair) refers to a meeting being held within the week, the communications could take place during the previously scheduled meeting. If the meeting is not imminent, students may want to consider a special letter or other communication to shareholders


Inform. Advise shareholders of current situation and company’s plan of action


Message can be combined into other information on current status of company – it should not be given too much importance, since situation on vessel will not affect company’s financial performance significantly; company is handling public and customer relations to minimize market impact. Students should discuss how to handle the issue of possible liability for the historic buildings (insurance coverage, etc.)


Chief executive or other executive already addressing shareholders


At shareholder meeting


Share price steady, institutional investors and analysts do not report on the event.

Audience


Medium


Purpose


Message


Spokesperson


Timing


Measure of Success

Future customers/

General public


Press releases, advertisements, continued marketing efforts


Persuade. The general public will see local media coverage and hear news from friends and relatives on board. The general public really constitutes a secondary audience, except for the fact that many may be prior or future customers of Spree. Press releases about new routes, ship upgrades, etc. can be used to show Spree’s commitment to customer satisfaction and a modern, safe fleet. Beyond the local news media, students should discuss the pros and cons of communicating specifics about problems on this cruise.


Local media coverage will affect the general public, but nationwide, there is probably no need for a specific message related to the incident. General marketing efforts should continue.


Marketing and Public Relations staff


At regular marketing/PR intervals


Continued market share strength





Exercise 1.3: Using the Pyramid to Organize an Argument



The objective of this exercise is to help students understand the use of the Pyramid Principle to organize information. Instructors not familiar with the Pyramid Principle may want to read Barbara Minto’s book of the same name. Instructors will want to emphasize that the Pyramid helps students organize information into a coherent argument so that the audience can more easily comprehend the message. It emphasizes the “top down” approach to organizing and presenting a message.



Approaches to Teaching



Since the exercise includes the facts, the focus is on deciding how to group the facts logically. This exercise contains both the pros and cons of the argument, so the instructor should use this opportunity to discuss how to handle the opposing information. The instructor will want to discuss the following four options for placement of the refutation: (1) weave their refutation throughout the argument, (2) confront the opposition briefly up front, (3) leave it to the Q&A (but being prepared to answer if it comes up), (4) ignore it all together (dangerous, of course, since it makes the argument appear one-sided or superficial). The instructor should point out the advantages and disadvantages of each approach to handling opposing arguments.



This exercise works well as a group effort. Students should be allowed 15 - 20 minutes to develop their pyramids if working as a group.



The instructor may want to assign an audience for the entire class or assign different audiences for each group; however, leaving the audience open allows the instructor to test the students’ ability to recognize the need to have an audience in mind to develop an effective argument.



After the students have completed their pyramids, it works well to have a few of the groups present their pyramids to the rest of the class. The discussion should focus on the logic of the pyramid and how effective the message would be for different audiences.



Example Responses to Assignment



Student responses to this exercise will differ depending on the audiences they select, but examples of possible answers for two primary audiences for this exercise follow. Note: the numbers in the supporting boxes correspond to the numbered facts in the exercise.

Audience # 1: The Board of Directors of AmeriHotels

AmeriHotels should build a new, upscale hotel in Metroburg

Has market potential



Little competition

1, 6



Attractions

3, 9

Easy to develop

Will yield an excellent ROI



Land available

14

City support

7, 10

Increased value

8, 15

Company fit

12, 13

Why?

Why?

Why?

Why?

Audience # 2: The City Council of Metroburg

Needed for conventions

1, 3, 6

The city should support AmeriHotels' plans to build a new, upscale hotel in Metroburg

Improve inner city

Bring upgrades

5, 15

Expand city economy

Is good business partner

City support already in place

7, 10

Increase tax base

8, 9, 14

Experienced company

13

Interested in diversity

12

Why?

Why?

Why?

Why?







Contents

1. 1 Teaching Notes
1. 1.1 Exercise 1.1: Communicating Bad News
2. 1.2 Example Response to Memo for Superior Foods