Sandra Allen combines professional experience with her academic credentials as director of Public Relations Studies and full-time faculty member at Columbia College Chicago. As a businesswoman with more than 25 years of experience, Allen has held executive-level positions in the aviation, airline, financial services and electric utility industries.

Allen earned a Master of Arts degree from the University of Texas at Dallas and a Master of Business Administration degree from Pepperdine University in California. Allen is accredited by the Public Relations Society of America, and is a Silver Anvil award winner. She has authored articles for national trade and communications publications, and academic journals. Read her article The Rigor of PR Writing, from Volume II, Issue II.

  Melissa Csuhran, 2007–2008 national president of the Public Relations Student Society of America (PRSSA), is a senior at Ohio Northern University. She will graduate with a B.A in public relations and B.S.B.A. in marketing. Csuhran was awarded the Norman S. Fenichel APR Scholarship, the Altschul Champions for PRSSA Outstanding Internship Award and the National President's Citation in 2006. Professionally, Csuhran served as the 2007 summer intern at Fleishman-Hillard Cleveland, the external public affairs intern for Cleveland-based KeyCorp and intern with the United Way of Lake County.

At Ohio Northern University, Csuhran worked in Residence Life and the Alumni Office. She served as a resident assistant (RA), communications co-chair for ONU's Student Senate and vice president of public relations for her sorority, Kappa Alpha Theta. She was awarded the Zeta Sigma Spirit Award and Jessica Few Award. She is a member of Omicron Delta Kappa National Leadership Honor Society and Lambda Pi Eta National Communication Association Honorary. Csuhran received the 2006 DeBow Freed Award for Outstanding Leadership, given to one male and one female in each class. Read her article Advice from Past PRSSA Presidents from Volume II, Issue II.

  Cecilia Hughes is presently in her fourth year at Eastern Connecticut State University. She is studying communications with a concentration in public relations and has minors in both business and English. Originally from Wilmington, N.C., Hughes transferred from the University of North Carolina at Greensboro last year and, since then, has come to embrace New England.

Currently the public relations intern at an advertising agency in New Haven, Hughes also freelances for a public relations firm and instructs Spinning and CPR at the YMCA of Southeastern Connecticut. Hughes is active in the Public Relations Student Society of America, both at her school and at the national level. She will serve on the 2008-2009 National Committee as the vice president of internships and job services. This summer, Cecilia will intern at Porter Novelli in Washington, D.C. In her free time, Hughes enjoys coaching soccer, reading new books, traveling and spending time with her friends and family. She can be reached at cecilia.hughes3@gmail.com. Read her article Educate. Mitigate. Communicate. from Volume II, Issue II.

  Aaron McKevitt just graduated from the University of Georgia with a degree in public relations and a minor in speech communication. He has experience in media relations, internal communication, event planning and editing. He worked on the Edelman Digital Bootcamp publicity campaign while a student in Dr. Kaye Sweetser's Public Relations Campaigns class. McKevitt can be reached at mckevitt@uga.edu. Read his article PR and Social Media Colliding in Volume II, Issue II.

  Sabrina McLaughlin, APR, is the director of decisions of Insight Marketing Communications Inc., a full service integrated marketing communications firm serving a wide variety of clients across the country. Her award-winning public relations program development, copywriting and creative direction skills have been recognized on local, regional and national levels. McLaughlin is also an instructor at the University of West Florida in the Communication Arts Department. Read her article PR Meet Advertising; Advertising Meet PR from Volume II, Issue II.

Biographies for Volume II, Issue II (Spring 2008)

Erin Cornelius - Mount Olive, Alabama

Major/Minor: English/Public Relations and Journalism

Academic Achievements: University of Alabama Presidential Scholarship, Linly-Heflin Women’s Scholarship, Alpha Omicron Pi Langston-Purdy Foundation Scholarship, University Honors Program, Miss America Academic Award for the State of Alabama, President’s List, Dean’s List

Jobs & Internships: Alabama Panhellenic Association—President, 2008, Vice President of Administration, 2007; University of Alabama Office of Greek Life—Summer Internship, 2007; The Crimson White—Contributing Writer, 2007

Community Service: Spirit of Alabama Award—Miss University of Alabama Pageant, The Arthritis Foundation, Camp M.A.S.H., Laps for Cystic Fibrosis Foundation, The American Heart Association, The University of Alabama Women’s Center, Habitat for Humanity, The American Heart Association

Organization Membership: Alpha Omicron Pi Sorority, Order of Alpha, Cardinal Key, Golden Key, Phi Eta Sigma, Alpha Lambda Delta, Sigma Tau Delta, The University of Alabama Campus Safety and Security Committee, Student Government Association Capstone Event Committee, Alabama’s Collegiate Summit—Executive Planning Commission, Student Leaders’ Council, Freshman Forum, College Democrats

Katie Dageforde - Prattville, Alabama

Major/Minor: Public Relations/Spanish

Academic Achievements: University Honors Program, President’s Cabinet Scholarship, Dean’s List, President’s List

Jobs & Internships:

Community Service: Ronald McDonald House Charities Volunteer; Hope on Wheels Letter-Writing Campaign Coordinator; Chili for Children Fundraiser; Tuscaloosa County Humane Shelter Volunteer; Crossing Points Volunteer

Organization Membership: Alpha Delta Pi Sorority—Junior Philanthropy Chair 2006, Director of Standards and Ethics 2008; Phi Eta Sigma Honor Society; Student Government Association—Governmental Affairs Committee 2006, Director of Black Belt Initiative 2007–present; Freshman Forum 2005–2006; Alabama Student Society of Communication Arts Ambassador, 2007–present

Taryn Ely - Huntsville, Alabama

Major/Minor: Political Science/Public Relations

Academic Achievements: Department of Homeland Security Scholar Award; Recipient of Arts and Sciences Divisional Scholarship; Recipient of Alumni Scholar Award; Recipient of President’s Cabinet Scholarship; Recipient of Tutwiler Scholarship; Mortar Board National College Senior Honor Society; Golden Key International Honour Society—Vice President, 2007–present; Omicron Delta Kappa National Honor Society; Cardinal Key National Honorary; Alpha Lambda Delta National Honorary; Phi Eta Sigma National Honorary; National Dean’s List; University of Alabama Dean’s List; University of Alabama President’s List

Jobs & Internships: Research Intern for the Department of Homeland Security Minorities at Risk project

Community Service: Boys and Girls Cub of Tuscaloosa Volunteer; Make-A-Wish Foundation Volunteer; Meals-on-Wheels of Tuscaloosa Volunteer

Organization Membership: Chi Omega Sorority; Order of Omega; Panhellenic Administration Committee; Honors Program Student Association; College Republicans; Sigma Rho Chi, 2007; Capstone Men and Women, 2005–2007; Student Government Association Senate Assistant, 2004–2006

Suzanne Flanagan - Tuscaloosa, Alabama

Major/Minor: Public Relations/Spanish

Academic Achievements: Dean’s List, Tuscaloosa Alumni Scholarship

Jobs & Internships: Graphic Designer—The Crimson White, August 2007–present; University Printing Services

Community Service: Children’s Miracle Network Volunteer; English as a Second Language Tutor

Organization Membership: Director of Publicity—Alabama Student Society of Communication Arts, 2006–present; Dateline Alabama Contributor; Capstone Summer Abroad—Alabama in Spain; Phi Mu Sorority; Phi Eta Sigma; SGA—Public Relations Committee, UA-AU Better Relations Day Committee; Freshman Forum

Caitlin Graham - Tuscaloosa, Alabama

Major/Minor: Public Relations/Spanish

Academic Achievements: University Honors Program, 2005–present; President’s List; Dean’s List; Julia Tutwiler Scholarship, 2005–2008; President’s Cabinet Scholarship, 2005–2008; College of Communication Scholarship, 2007; Coca-Cola Alumni Scholarship, 2005

Jobs & Internships: Alabama Public Radio, 2007–2008; Camp Ozark—Kitchen Staff, Summer 2006–2007; Spruell & Powell L.L.C.—Runner, 2006; Gospel Supply—Sales Associate, 2005

Community Service: Reformed University Fellowship—Leadership Team; Alternative Spring Break to Bay St. Louis, Miss., for Hurricane Katrina Relief; Kids Klub

Organization Membership: Kappa Alpha Theta—Alumnae Relations Chair, Service Chair; Elliot Society; Cardinal Key; Lambda Sigma; Freshman Forum

Anthony Greer - Meridianville, Alabama

Major/Minor: Public Relations/Psychology

Academic Achievements: Dean’s List, University of Alabama Honors College, President’s Cabinet Scholarship

Jobs & Internships: University of Alabama Computer Lab Assistant, West Alabama Food Bank Contributing Writer

Community Service: American Youth Soccer Organization, West Alabama Food Bank

Organization Membership: National Society of Collegiate Scholars, Golden Key International Honor Society, Phi Eta Sigma Honor Society, Sigma Alpha Lambda Honor Society, Public Relations Student Society of America

Savannah Lanier - Dalton, Georgia

Major/Minor: Public Relations/Spanish

Academic Achievements: Dean’s List, 2004–2007; Alpha Lambda Delta Honor Society; Phi Eta Sigma Honor Society

Jobs & Internships: Tuscaloosa Park and Recreation Authority—Public Relations Intern; Tuscaloosa Veterans Affairs Medical Center—Public Relations Intern; Royal Oaks Retirement Community, Dalton, Georgia

Community Service: Habitat for Humanity

Organization Membership: Public Relations Student Society of America

C.J. McCormick - Mobile, Alabama

Major/Minor: Public Relations/General Business Administration

Academic Achievements: Public Relations Academic Achievement Award for Sophomores, 2006; Public Relations Academic Achievement Award for Juniors, 2007; President’s List, 2005–Present; Dean’s List, 2005–Present; Oliver Delchamps Communication Scholarship Recipient; Phi Eta Sigma National Honor Society Scholarship Recipient; UA AdTeam Member

Jobs & Internships: Crimson White, Tuscaloosa, Ala.—Senior Entertainment Reporter; The Scene, Tuscaloosa, Ala.—Contributing Writer; UA AdTeam, Tuscaloosa, Ala.—Public Relations Director and Vice President; University Relations, Tuscaloosa, Ala.—Intern; Mobile Bay Monthly, Mobile, Ala—Editorial Intern; City Stages Junior Board, Birmingham, Ala.—President; Citadel Broadcasting, Tuscaloosa, Ala.—Intern

Community Service: Catholic Social Services Refugee Resettlement Program, Mobile, Ala.—Teacher; UA English Language Institute, Tuscaloosa, Ala.—Conversation Partner; Holt Elementary, Tuscaloosa, Ala.—Tutor

Organization Membership: Phi Eta Sigma National Honor Society, National Society of Collegiate Scholars, Kappa Tau Alpha National Honor Society, Alpha Lambda Delta National Honor Society, PRSSA, UA AdFed

Katie Lynn McInnish - Haleyville, Alabama

Major/Minor: Public Relations/English

Academic Achievements: University of Alabama Capstone Scholarship, University of Alabama National Alumni, Association Leadership Scholarship, Alf Van Hoose Endowed Scholarship, Sisk Endowed Scholarship, Civitan International Scholarship, HOBY National Leadership Scholarship, President’s List, Dean’s List

Jobs & Internships: WJBB FM Radio Station in Haleyville, Ala.; HOBY World Leadership Congress in Washington, D.C.

Community Service: Hugh O’Brian Youth Leadership Program, Alabama Prison Arts and Education Program, Children’s Miracle Network, Alabama Action, Davis Emerson Middle School mentor

Organization Membership: Phi Mu, University Honors Program, Lambda Sigma, Phi Eta Sigma, Alpha Lambda Delta, Golden Key Honor Society, National Society of Collegiate Scholars, Cardinal Key, Sigma Alpha Lambda

Anna Katherine Owen - Gadsden, Alabama

Major/Minor: Public Relations/Political Science

Academic Achievements: Alumni Heritage Scholarship, 2005–2009; H. Pettus Randall III Scholar, 2005–2009; Most Outstanding Telecommunication and Film Student, 20005; President’s List, Dean’s List

Jobs & Internships: City of Gadsden, Gadsden, Ala.—Public Relations Intern, Summer 2005; United Way of Etowah County, Gadsden, Ala.—Communications Intern, Summer 2006; Congressman Robert Aderholt, Washington, D.C.—Intern, Summer 2006; United States Senate, Senator Richard Shelby, Washington, D.C.—Intern, Summer 2007; Siff & Cerda, LLP, Washington, D.C.—Public Policy Intern, Summer 2007

Community Service: Boys and Girls Club—Volunteer; United Way of Etowah County—Youth Volunteer; Big Brothers Big Sisters—Mentor; Red Cross of Alabama — Hurricane Katrina Volunteer; Tuscaloosa Veterans Hospital—Volunteer

Organization Membership: University of Alabama Capstone Men and Women; UA Student Government Association, Assistant Vice-President for External Affairs; Student Government Association, Chairman Governmental Affairs Committee; Chi Omega Sorority, Panhellenic Delegate; Chi Omega Sorority, Foundations Ambassador; Freshman Forum, Public Policy Sector (2005–2006); Elliott Society Service Honorary, Fundraiser Chairman; Cardinal Key Junior Honorary; Phi Eta Sigma; Alpha Lambda Delta; Golden Key International Honors Society

Anna Catherine Roberson - Birmingham, Alabama

Major/Minor: Public Relations/ General Business Administration

Academic Achievements: Alumni Scholar Award, 2005–Present; Dean’s List, Spring 2005–Fall 2007; Cardinal Key Honor Society; Phi Eta Sigma Honor Society; Sigma Alpha Lambda Honor Society; National Society of Collegiate Scholars

Jobs & Internships: Alabama Power Company, Environmental Affairs/Public Relations Intern–Summer 2007; Pottery Barn Kids, Sales Associate, 2005–2006

Community Service: Juvenile Diabetes Research Foundation Volunteer; Tuscaloosa Community Soup Bowl; Capstone Event; Children’s Miracle Network Volunteer; Birmingham YWCA Volunteer

Organization Membership: Phi Mu Sorority—Secretary; Student Government Association, STARS Committee Chair, August 2007–Present, Governmental Relations Committee, 2005–2006; Public Relations Student Society of America; Freshman Forum, 2005–2006

Mary Elizabeth Roberson - Birmingham, Alabama

Major/Minor: Public Relations/General Business Administration

Academic Achievements: Phi Eta Sigma Honor Society, Alpha Lambda Delta Honor Society; Dean’s List, 2005–2007; National Society of Collegiate Scholars; John Felton Public Relations Scholarship, 2007

Jobs & Internships: Alabama Power Company—Public Relations Intern, Summer 2007

Community Service: RISE Volunteer; Capstone Event Volunteer; Juvenile Diabetes Research Foundation Volunteer; Children’s Miracle Network Volunteer; Tuscaloosa Community Soup Bowl

Organization Membership: Phi Mu Sorority—Parents Liaison Chair; Student Government Association—Director of STARS, 2007–2008, and Governmental Affairs Committee, 2005–2007; Public Relations Student Society of America

Amelie Smith - Nashville, Tennessee

Major/Minor: Marketing/Public Relations

Academic Achievements: Dean’s List; Elton B. Stephens Senior Gold Award, 2007; Overseas Study Alumni Scholarship, 2007; Frances Pickens Lewis Scholarship, 2007; Kathleen Johnson Sledge/Alpha Gamma House Corporation Scholarship, 2006

Jobs & Internships: Jo Malone Ltd. (Estée Lauder Companies)—Public Relations Assistant, 2007

Community Service: West Alabama Food Bank; The University of Alabama’s Speech and Hearing Center; The Painted Turtle

Organization Membership: Delta Zeta Sorority—Public Relations Chairman 2007, Executive Liaison 2006, Assistant Secretary 2005; Student Alumni Association—Public Relations Committee 2007; Alpha Mu Alpha Honor Society; Phi Eta Sigma Honor Society; National Society of Collegiate Scholars; American Marketing Association

Chelsea Worley - Boaz, Alabama

Major/Minor: Public Relations/Computer Applications and Technology

Academic Achievements: Dean’s List, 2005–2007; The Legacy Foundation Scholarship

Jobs & Internships: 105.1 FM WQSB Radio—Production Intern, 2007; Imagination Camp Counselor, 2006

Community Service: Ghosts and Goblins Halloween Fundraiser Volunteer, 2007

Organization Membership: Future Alumni for Tradition and Excellence, 2005–2007; Public Relations Student Society of America, 2007

Sarah Yates - Gulf Breeze, Florida

Major/Minor: Public Relations and Political Science/Italian

Academic Achievements: Dean’s List; Alumni Heritage Scholarship; National Merit Presidential Scholarship, Alumni Scholar Award; University Honors Program; International Honors Program

Jobs & Internships: The King’s College—Office of Institutional Advancement Public Relations Intern, July 2007; NCAA Equity and Student Athlete Welfare Committee Student Representative, 2006–2007

Community Service: Relay for Life, Habitat for Humanity, Salvation Army Angel Tree, North River Assisted Living, Turning Point Shelter

Organization Membership: Capstone Men and Women—President, 2008; Alpha Chi Omega Sorority—Vice President of Communications, 2006–2007; Public Relations Student Society of America; Capstone Agency; Cardinal Key; Golden Key International Honour Society; Lambda Sigma—Public Relations Chairman, 2006–2007; Alpha Lambda Delta; National Society of Collegiate Scholars; Phi Eta Sigma

by Melissa M. Csuhran, Contributing Writer

Current PRSSA National President Melissa Csuhran talks with six past PRSSA national presidents, providing insight into their leadership and educational experiences as well as their advice to public relations students as they move from education into PR practice.

	Kevin Saghy Ketchum Public Relations, Chicago Account Coordinator PRSSA 2006–2007 National President
	Scott Iwata AOL, New York City Sales Associate PRSSA 2005–2006 National President
	Jeremy Bridgman Ogilvy Public Relations Worldwide, New York City Account Supervisor PRSSA 2003–2004 National President
	Cedric L. Bess Wolters Kluwer Corporate Legal Services Internal Communications Manager PRSSA 2000–2001 National President
	Kathleen Schoch Ziprik Ziprik Consulting Owner PRSSA 1981 National Chair
	Alan D. Kelly The Playmaker’s Standard LLC CEO and Founder PRSSA 1980 National Chair

What was your greatest learning experience while serving as PRSSA national president?

Saghy: “As PRSSA national president, I saw the importance of listening to the team before declaring my own opinion. A designated leader’s words can change the direction of a conversation easily, and I wanted to truly gauge my committee's feelings before making an important group decision.”

Iwata: “Learning to manage internal and external communication channels when crisis situations occur and [knowing] the important role of ethics and honesty [in guiding] you through times of stress and uncertainty.”

Bridgman: “My greatest learning experiences came when I was working closely with the industry leaders that I admire so much. As PRSSA national president, I not only met, but also served on committees with, many of the founding and most prolific members of our profession. Their war stories and sage advice revealed to me the kind of professional and the kind of person I want to be—and in certain cases don’t want to be.”

Bess: “My greatest learning experience was the importance of time management. Serving as PRSSA national president is a full-time job. You are constantly working on multiple projects with the members of the National Committee, headquarters staff or task force members—and they are located all over the United States. Between PRSSA responsibilities (national and chapter), class and work schedules (I was working full-time during my presidency), studying and the occasional recreational activity with friends, excellent time management is key.”

Ziprik: “The time when I served as PRSSA national president was a great time of growth for the organization. It was a period when there were many small, fledgling chapters along with several larger, more coordinated chapter efforts. Meeting the various needs of all chapters, becoming exceedingly organized and juggling different personalities to achieve our goals were all tremendous learning experiences I associate with PRSSA.”

Kelly: “The national election process was by far the most educational. It required competitive research, planning, strategy, messaging, speaking, promotion and grassroots work to win. Having access to industry legends such as Pat Jackson, Frank Wylie and Harold Burson was instructive in other ways and inspiring.”

Which educational experiences provided you with the best understanding of leadership?

Saghy: “Student groups such as PRSSA. I enjoyed being part of a team, learning from my more experienced colleagues and then taking over that role when appropriate.”

Iwata: “Losing my first PRSSA election. In that time I learned that being a leader doesn’t mean you need to have a title. If you work hard, and are honestly dedicated to a cause and from your actions inspire others, you are a leader.”

Bridgman: “My undergraduate work in communication theory best prepared me because so much of leadership relies on maintaining a clear level of understanding among everyone involved. I have also taken some continuing education courses that reinforce the day-to-day work.”

Bess: “During my senior year at Florida International University, I served as an account executive in my campaigns class. This was probably the one experience that thoroughly prepared me for a career in public relations, while giving me the full understanding of what it takes to be a leader. You must to be prepared to make tough decisions. You have to step up and take on responsibility when needed. You must be a good listener. You have to trust your team to do the job you brought them on board to do. It is also imperative that you lead by example. If your team sees you going all out for them, they will be motivated to do the same for you. And above all else, you have to have fun. We laughed, we cried, we pulled all-nighters. And at the end of the semester, our team nailed the project and aced the course. But what I was most proud of was the fact that all my team members thanked me for being a great boss.”

Ziprik: “Rising up the ladder from chapter to district to national positions within PRSSA truly helped me fine-tune my leadership capabilities. Learning to listen to the needs of others at chapters (and in my internship programs) helped be become a stronger leader during my time at PRSSA. Now, in my day-to-day practices, I believe being a leader for my clients means being honest with them about communications practices and messages. Even if I take an unpopular standpoint on an issue, I know they value the insights I bring to the table.”

Kelly: “During my undergraduate career at USC, I held four internships—from speaker’s bureau director of a professional sports team, to editorial assistant of an aerospace company newsletter, to a staff PR writer at General Telephone, to an assistant account executive at Burson-Marsteller/Chicago. Each was a sink-or-swim experience that, like PRSSA, helped prepare me for my entrance into professional life.”

Please provide a story regarding your most valuable learning experience of leadership within the field through internships and/or jobs.

Saghy: “It’s a hard story to tell, but my first internship was a flop. I worked for a small advertising and public relations firm after making a connection through PRSSA. I didn't realize it at the time, but I was too overconfident and eventually lost the trust of my coworkers. The result was a summer full of menial tasks and an unsatisfying internship for both myself and my employer. From that point forward, I have tried to maintain a realistic view of my capabilities and where I still need to improve.”

Iwata: “When I was relocated to New York for my previous job, I was asked to help coordinate and lead many new account managers. Even though I didn’t have a title by my name, I was the most experienced account manager and therefore had to help guide the newer employees and be their day-to-day contact for questions and explanations.”

Bridgman: “The best way I learn is to take on assignments that I’ve never done before. When I’d never before prepared a PR plan or developed a pitch, it forced me to interact with others and learn from their successes and mistakes.”

Bess: “During my 10+ years in the public relations industry, I have had the pleasure of working with some phenomenal leaders. I have also had the opportunity to work with individuals who didn’t handle their leadership roles very well. Yelling at and embarrassing a colleague or employee never resolves a problem. A leader cannot expect their employees to go above and beyond when they themselves constantly slack off and do not respect deadlines. So while I have learned many things from my mentors and other accomplished professionals throughout my career, what sticks with me the most is the impact a bad leader has on people. I learn from their mishaps so that I don’t make the same mistakes in the future.”

Ziprik: “My first job out of college was working as an assistant manager of public relations at Six Flags Great Adventure in New Jersey. Unfortunately, there was a major crisis while I was employed there—a fire that resulted in the death of several teenagers. We had a media briefing and my boss told me not to make any additional statements to the media after that briefing. Well, the CBS affiliate in New York arrived at the theme park after the briefing and asked that I repeat what was said. I saw no harm in doing that at the time and told them on camera exactly what had been said at the media briefing. Unfortunately, this came across more as a one-on-one interview for CBS which positioned us badly with the other attending media. I learned the lesson that when the boss speaks, listen. He speaks from an experience and leadership basis. By not following his lead, I inadvertently ended up creating additional headaches for us on that sad day.”

Kelly: “In the early 1980s, while working in Boston, I had the chance to visit the nearby home of the legendary PR guru Edward L. Bernays. He was nearing the age of 100 but entirely lucid. He bragged mischievously of his three ages. ‘My chronological age is 95. My intellectual age is 75. And my sexual age is 55!’ As young professional men we were, naturally, transfixed. He asked me and my friends, co-workers at a local tech PR agency, about our work and encouraged us to lead the profession. It should be a licensed profession, he insisted, adding his standard line that any nut, weirdo, kook or dope can call themselves a public relations practitioner. A few years later, while preparing a speech for my boss on the state of the PR industry, I called ‘Eddy’ and asked a question that puzzled me: ‘Why is PR so repelled by the concept of competition? Isn’t PR a competitive function?’ To which he answered, ‘Young man…if I'm dealing with bread, and my bread is better than a competitor’s (bread), then I have to emphasize my strengths over the weaknesses of my competitors.’ In many circles today, Bernays is dismissed—a pioneer, maybe, a prophet, never. To me, his words are touchstones for where we’re going as much as where we’ve been.”

Please provide a piece of advice for those entering the field.

Saghy: “Choose an employer that makes you feel comfortable and appreciated. The employer/employee relationship is just that—a relationship. If you value professional development, make sure your employer does, too. Find out if the office encourages fun activities like a summer softball team, happy hours, etc. You'll be spending a lot of time in an office from this point forward, so make sure you’re signing up with a good fit.”

Iwata: “No matter what field you get into, there are two things that you need to have with you at all times to be a success in both work and in life. Ethics and honesty. You will make mistakes; you will falter, but own up to it, learn from the mistakes and move on. Your co-workers/friends will appreciate that you own up to your mistakes and have the integrity to go the extra mile to get the job done.”

Bridgman: “Writing is the most important skill that we can provide our clients and employers, so work on your communication. Words are important; choose them wisely. Also, always carry a notebook to meetings.”

Bess: “As the late William C. Adams used to tell his public relations students at Florida International University, ‘you must be an inch deep and a mile wide.’ You should know a little bit about a lot of things. To be successful in business, you must be a lifelong student. Read as much as you can. Newspapers and magazines (online or print) are a wealth of knowledge—you can go around the world in minutes. Take advantage of professional development opportunities available to you—seminars, Webinars, workshops, etc. The more you learn the more valuable you will be to future employers.”

Ziprik: “Excel at your writing capabilities. There simply are not enough good, qualified writers available in the marketplace. You can set your career on fire right from the start if you have excellent writing talents. Have 10 people proof your resume before you print it. Even one small typo or flaw in a resume projects a bad impression, so make certain to have multiple sets of eyes examine your resume before distributing it to potential employers.”

Kelly: “Having started, run and sold an award-winning PR and research agency in Silicon Valley and having begun a new consulting firm aimed at communication strategy, I believe that PR is far less about reputation, matters of trust and media than it is about competitive advantage. No function in any marketplace, whether it is the American Heart Association, Greenpeace, Mattel, AT&T, Microsoft or NASA can sustain itself if it does not contribute to an organization’s competitive profile. While so much emphasis today is put on reputation management, relationships, trust, credibility, social responsibility, social media, etc., these things should be viewed as general means by which companies and clients advance or defend their agendas. PR is about strategy, all the time and at all levels, even the entry level pro. It is fundamentally rooted in rhetoric and, as such, must be fashioned and practiced as a persuasive, competitive function. If you cheat this idea, you’ll become bored of the practice and likely leave it. If you expand on it, you’ll define a new generation of leaders.”

E-mail: Melissa Csuhran

by Katie Lynn McInnish

With the expansion of the Internet, as well as the expansion of America’s waistline, it is no wonder that diet gurus have blended the two together. Weight-loss warriors today can opt for support every step of the way without paying big bucks for trainers, cooks or hypnotists. Weight-loss plans no longer stop at meetings and meal deliveries. Customers want experts to e-mail, doctors to comment and fellow dieters to encourage. So, how has the billion-dollar weight-loss industry adapted to include these new personal demands for its customers?

According to Business Wire, people are attracted to the sense of community that an online diet site offers. The article explains that on http://www.SparkPeople.com “members post their comments on message boards and can join one of the thousands of teams that are grouped around a common theme or lifestyle, such as a work group, new moms or people over 50.” This grouping aids the Web site’s visitors and allows them to not feel isolated or overwhelmed.

Web sites like SparkPeople.com are a growing trend in social media today. Another example of an online industry success is http://www.MyFoodDiary.com. For a monthly fee of $9, members of MyFoodDiary can log in their calories, nutrients, exercise and recipes while searching through the support forum and motivational reports.

These sites have utilized feedback from consumers to provide them with the tools they need to successfully lose weight. One question to consider, though, is how have the traditional weight-loss companies, such as Slim Fast and Weight Watchers, reacted to this new trend of personalized and private dieting?

As for Slim Fast, the change has been easy. Their new slogan, “Find Your Slim,” appeals to the growing consumer need for permanent, healthy weight loss. Therese Caruso, EVP for strategy and planning at Ogilvy Public Relations, says in a recent PRWeek article, “In PR we always look for what is going on in culture so that we can tap into what the press is writing about. At end of 2006, Spain’s Fashion Week banned models size 0 and 2, and then Cosmopolitan banned models smaller than size 8 and we thought, ‘Wow this is just starting to gain headway here and we can we take the messaging of ‘Find Your Slim’ and really adapt it to what we’re hearing.’”

Weight Watchers, too, has included the changing needs of its publics into its programs. Online “eTools” can be utilized with the program selected, allowing customers the option of privacy as opposed to meetings. While the online tools mirror those of free or cheaper diet sites, the established brand image and reputation of Weight Watchers give more credibility to the support provided in its “convenient and customized online plan.” In fact, Weight Watchers stands out from its competition by utilizing the newer trend of video blogging, or vlogging. The company’s newest campaign, “Stop Dieting, Start Living,” is echoed through a personal journey to lose weight.

The diet and fitness industry is far from fleeting in today’s world filled with celebrity obsessions and fast food addictions. As more and more resolutions are made, it is important to examine how dieters defeat the bulge, as well as how they fail. By listening to feedback and following trends, practitioners can help change how people approach health and wellness. Fortunately, public relations strategies allow access to valuable and vital information, giving clients exposure, as well as giving consumers the weapons they need to battle the bulge.

Sources:

Ward, David. (2008, March 13). Front and Center. PR Week US Online.

High, Kamau. (2008, January 18). Weight Watchers Enlists Vlogger. Brandweek Online.

(2007, December 5). Revolution Health Network. Business Wire Online.

Are there any other ways the weight-loss industry can cater to our cyber needs?

For students preparing to enter the job market or get their first big internship, Cal Michael offers tips and insight into what employers are looking for in future employees. Check out this interview with someone on the other side of the desk to make sure you avoid interview faux pas and make the best impression possible.

Audio Interview with Ketchum Account Executive Cal Michael

by Cecilia Hughes, Contributing Writer

Lately, the adventures of college have taken on a new dimension. In addition to the anticipation of autumn football games, blossoming friendships and new opportunities bridging the gap between academia and the real world, a new cautionary heaviness faces students—an underlying emotional fabric consisting of fear, vulnerability, concern and helplessness.

We never think it will happen to us. So, when the unexpected occurs, we attempt to figure out what signs or precautions blinded us, and we try to adhere to the previously determined protocols—which in the past may have been shrugged off—before it’s too late.

Typically seen as a safe haven, the classroom is the last place in which a person should feel violated. While it may be scary to think of these hypothetical situations, it is necessary to prepare ourselves as students, administration, faculty and staff, and campus allies for any crisis that can deteriorate the vibrancy and comfort of our campus communities. 

On a college campus, a crisis can be any single event or situation that threatens the health, safety or well-being of the campus community and requires immediate attention. Such events have the potential to impact and overwhelm emotions, communication channels and effective coping skills.

So, what do we do? Where do we go from here?

Amidst the confrontation, it is necessary to seek clarity. We need to prepare ourselves for risks, threats and potential crises, and we need to determine what has or hasn’t worked in precedent situations.

On April 16, 2007, devastation emerged and unfolded from the spirited campus of Virginia Tech, home of the Hokies. The world was stunned after a student went on a shooting rampage.

On February 14, 2008, at Northern Illinois University, a man dressed in black opened fire, killing five and injuring 21 before ending the violent attack with a self-inflicted gunshot.

Due to these recent tragedies, college campuses have revised their emergency action plans and crisis responses in order to reinstate and ensure safety and protection. Forums, crisis management teams and technology-based communication tools, such as mass text messages and e-mails, have been implemented on campuses throughout the nation for use in the event of an emergency.

Larry Hincker, associate vice president of the Office of University Relations at Virginia Tech, shares his eight-point plan designed to help prepare and respond to a crisis:

1.    You must have a plan.
2.    Your president has to be visible.
3.    You have to have a designated spokesperson.
4.    You have to have a communications command center.
5.    Communicate as much as you can, as often as you can.
6.    Stay on message.
7.    Use experts when necessary.
8.    Flood your target audiences with messages.

When following through with each step, Hincker encourages effective communication.

“When you go through a crisis, everyone involved—students, parents, faculty—needs as much information as possible,” said Hincker. “People want the basics, the simple stuff. When you communicate during an emergency, you can’t rely on just one distribution channel. Know your target audience, state the facts, repeat information and have a plan in place.”

What crisis management lessons do you think campus tragedies such as the Virginia Tech shootings should teach PR practitioners?

by Sabrina McLaughlin, APR, Contributing Writer

All too often in the daily grind of business, people find themselves struggling with the difficult decisions of how to get the word out about what they have or what they do. While traditional advertising is evident on every street corner or magazine page, public relations initiatives often get dismissed or are never given much thought to begin with. However, what many fail to realize is that public relations is built on the premise that an organization has and/or desires a relationship with its publics. If that relationship does not or cannot exist, then your traditional advertising will not work.

While this is a bold statement, it is apparent in many of the most successful organizations that we know and love. The bottom line is that if you use public relations to establish mutually beneficial relationships between your business and its publics, advertising will saturate the market and be truly effective. The idea is to have the two work together in tandem performing amazing feats of artistry on your behalf and directly attributing those efforts to your bottom line.

PR, this is advertising, so say hello and shake hands. Advertising, this is PR. Together the two are a powerful force to be reckoned with in any industry or market. A perfect example … Starbucks. As we all know Starbucks is one of the most successful coffee companies on the planet for several reasons, but one is the mere fact that it has a customer relations based approach to how it does business—Starbucks puts customers first and treats them the same way no matter what particular shop you walk into. Public relations must start from the ground up (no pun intended) and Starbucks understands this approach. Every customer is greeted, called by name and taken care of—this is the livelihood of its business. In fact, the company believes in this practice and the quality of its product so much that until recently it has done very little traditional advertising. Starbucks decided to venture out into the world of print ads and outdoor media when the brand reached a plateau—having established a relationship with its publics, the company is now using traditional media to push itself over that plateau.

Organizations should train their employees to take care of customers—they are the front line of defense. In order to achieve this, organizations should conduct regular staff meetings so they know what is going on with promotions, providing customer relations training for them and monitoring how they are treating customers. Even the person who answers the phone has the ability to change how people see an organization. In many cases it is that person who answers the phone or stands at the front to greet customers that sets the tone and pace for a customer’s experience.

Once an organization has established its brand in the minds and hearts of its potential customers using public relations, advertising can then be used to solidify those perceptions and experiences while taking an organization above and beyond that plateau. Use advertising to touch on the ideas and concepts about your business that now already exist in the mind of your potential customer. The bottom line is this: the true function of advertising is to reinforce an existing message. If you want to send a new message, use public relations.

E-mail: Sabrina McLaughlin

by Sandra Allen, APR, Contributing Writer

Let’s be honest. When was the last time you heard a fellow student say, “I can’t wait to get to my PR Writing class. I just love it.”? You would be excused for answering “never.” It’s no secret. Those of us who teach public relations writing know our classes are last on your list of preferred courses. We know you grit your teeth and bear it.

But here’s the disconnect: both public relations practitioners and college educators agree that PR Writing is a gateway to your career after graduation. We also know that students who don’t do well in writing courses, or who drop out of the course, may also abandon a career in public relations. Tracking student performance is particularly important as we recruit minorities—and males, who are a minority in the so-called Velvet Ghetto of public relations—who are typically “at risk” students in public relations studies. We teachers face the challenge of motivating you to want to write better so you can succeed in your profession.

The “gotta wanna” principle

So, what to do? It’s the “gotta wanna” principle. You have to see the value in acquiring good writing skills, and we teachers must help you to understand that solid writing skills are the ticket to the PR dance.

I recently asked a group of students in a PR writing class to describe a situation that propelled them into spending more time on their writing assignments. One student said: “Last week, when PRSSA visited the offices of Well-Known International PR Firm, the account executive told us the firm won’t interview anyone who doesn’t first take a writing test. Their test is a news release.” Which was my wake-up call.

Professors think of teaching writing as a scholastic discipline. Professionals think learning writing is the permit to an entry-level position. Students tell us: “Almost all professors refer to their professional experience, and they tell us about real-world expectations.” I believe students believe us. However, we need a common language of teaching, shared with the profession. And professionals who open their early-career stumbling blocks to your scrutiny. Chances are, for the professional no less than for you, the student, writing those first few news releases was torture. So, it’s important to let you in on how they wrote themselves out of the rabbit hole of redrafting redrafts.

Student + Teacher + Professional = Career Success

We teachers can use the professionals’ expertise as a sounding board for our in-class approach. We can invite them to guest lecture, even team-teach. It’s been done before, successfully. Betsy Plank was a forerunner of the professor + professional team. What we all need—student, teacher, professional—are more leaders like our beloved Betsy who consider professional time spent mentoring young writers an offset and an investment in the future of the profession.

Yes, teaching writing is hard work, and learning to write well isn’t easy. It demands full-on concentration in class. Afterward, it’s a one-on-one process. You write; we edit. But writing is a cumulative process, and becoming a good writer is exactly like becoming a star tennis player. The more we practice, the better we become. In the end, all of us—student, teacher, professional—just gotta wanna go for it. The future of our profession will only benefit.

E-mail: Sandra Allen

by Aaron McKevitt, Contributing Writer

As another throng of public relations students line up to graduate this summer, employers will be looking to hire young men and women with specific skills. In many cases, these are skills employers do not have on staff. Some of these skills have been expected of new hires for years, while some have not.

Today, one of the newest aptitudes that employers of PR practitioners desire, if not expect, is that of ethically using social media as a PR tactic.

Social media can be described as communication technology tools that encourage community. Examples include Twitter, Flickr, WordPress, Facebook, MySpace and other online, interactive media.

“I can definitely say we expect new hires to have a good understanding of social media tools and how to use them effectively,” said Phil Gomes, vice president of Edelman Digital.

In a 2007 study conducted by the Center for Marketing Research at the University of Massachusetts Dartmouth, surveys showed that social media is increasingly becoming a staple in the way businesses communicate. According to the survey, two-thirds of Inc. (magazine) 500 companies claimed social media as playing a “very important” or “somewhat important” role in their business and marketing strategies.

“You can’t put the toothpaste back in the tube,” Gomes said. “Different [social media] tools could be a fad, but the overarching trend is here to stay.”

This is why Edelman, the world’s largest independent public relations firm, created a conference to teach social media skills to upper-level public relations students—the Edelman Digital Bootcamp.

The premier Bootcamp took place March 1 at the University of Georgia in Athens, Ga. Students from throughout the Southeast worked in teams to perform mock campaigns led by the Edelman facilitators.

Educators from the region convened and focused on sharing ideas and encouraging the adoption of social media in more communication curricula. Gomes spoke to the educators about how to use social media tools. A separate panel brought together four PR professors in a roundtable format to discuss specific social media assignments other educators could incorporate into their core PR classes.

“It’s been wonderful,” said Eileen Perrigo, APR and instructor from the University of West Florida. Perrigo participated in the educators’ track of the conference.

“I’ve met a lot of knowledgeable people who integrate social media into their classes,” Perrigo said. “When I go back to West Florida, I’m going to take what I’ve learned here and integrate it into my classes.”

Dr. Kaye Sweetser, assistant professor of public relations at UGA, also participated in the educator track of the conference.

“As more organizations begin to adopt social media tools like podcasts, blogs and social networking, we as educators have to make a commitment to the industry to deliver,” Sweetser said. “Time and time again, I've heard professionals from the public relations industry say that they are looking for our graduates to leave college trained and ready to know how to use social media tools ethically in their practice. An event like this shows the joint commitment of Edelman and Grady College to ensure ethical practices of social media integration.”

As the educators are beginning to add the curricula, students are eager to soak up the new knowledge.

“The client scenario gave me insight into real-world situations,” said Kelly McNichols, a sophomore from Chicago, Ill., majoring in public relations at UGA. “Working with Edelman was a great networking experience as well as a learning opportunity.”

Edelman intends to expand its Digital Bootcamp to other college campuses across the nation in what it hopes will become an annual event.

“Social media continues to grow in importance,” said Erin Caldwell, senior account executive at Edelman. “The professional world has a need for these skills and the academic world needs to respond. The Edelman Digital Bootcamp is trying to jumpstart this process. We’re trying to get the ball rolling on producing generations of PR students that will be properly equipped with these skills.”

“It’s gone really well, so far,” Caldwell said. “There’s certainly a lot of interest on doing another Bootcamp at some point in the future.”

To learn more about the Edelman Digital Bootcamp, visit http://www.edelmandigitalbootcamp.com.

As a public relations educator, how are you incorporating social media into your classroom instruction?

by Anna Catherine Roberson

We all have experienced that breaking point: the stress and tension build up and there is nowhere to go but down. You are at the point when you know a major crisis is on the horizon. Whether this crisis is a personal one or one that could potentially lead to the downfall of your company, preparation is key. Careful preparation for such an event will ensure that any crisis will be resolved in a smooth and quick manner.

Several types of crises plague our society every day. Whether it is a product recall, poor decisions made by a company CEO, sticky legal situations or a company rocked by scandal, the effects of a crisis can be devastating. But how does one even begin to prepare for a crisis that has not even happened yet? Welcome to the world of crisis management.
   
There is an old saying that says, “Hope for the best, plan for the worst”—a statement that clearly defines crisis management. According to Miriam Webster Dictionary, a crisis is “an unstable or crucial time or state of affairs in which a decisive change is impending.” More importantly, the word crisis comes from the Greek word krisis, which literally means “to decide” —the magic words of crisis management. Smart decisions in crises are crucial, and it is up to the public relations manager or team to decide what sort of action they should take in order to ensure the best results for the company.  
   
Through carefully planned crisis management and communication plans, some companies have been able to not only survive but actually turn a major crisis into an opportunity. Tylenol is one such company. According to mallenbaker.net, in 1982, seven people in Chicago died from taking extra-strength Tylenol capsules. It was later discovered that these capsules were tainted with cyanide, a deadly poison. The capsules had been altered after they had reached the store shelves. Immediately, Johnson & Johnson, the distributor of Tylenol, had a national recall of 31 million bottles of Tylenol.

This was a devastating blow to Tylenol’s image and reputation, but the message the company wanted to portray to the public was that the safety of people is far more important than profit. The recall resulted in a loss of $100 million for Johnson & Johnson, and advertising for Tylenol extra-strength capsules was halted indefinitely. However, four years later, a woman died of cyanide poisoning from taking a Tylenol capsule. After this incident, Johnson & Johnson removed the product temporarily. Later, Tylenol reissued the product with tamper-resistant bottles.

Tylenol could have suffered major problems and effects from experiencing such a crisis. However, they responded quickly and immediately placed the safety of the customers as their number one priority and reiterated that continuously. Tylenol had an effective plan in place and was prepared for any crisis that came their way.   

After 25 years, people still look at the Tylenol case as a benchmark in crisis management history, because it was truly the first of its kind. Not only did it set a new standard for corporate public relations, but it also provided an example that will be followed for years to come. Tylenol truly had the “dream team” for crisis management. The seven-member strategy team knew how to keep consumers informed without releasing too much information. The team set up a 1-800 line where concerned consumers could call with questions and even provided daily updates through this line. Most importantly, Tylenol provided answers and consumers trusted these answers, which has, in fact, saved the company’s reputation. 

When all else fails, however, the best plan of action is to always be prepared by having an effective crisis management plan. According to Abbe Ruttenburg Serphos of ABR Communications, there are six steps in an effective crisis communication plan. 

Step 1:  Preparation is key. 
Step 2:  Make sure you have all the facts. 
Step 3:  Take immediate action to minimize danger to human life.
Step 4:  Tell the truth.
Step 5:  Show you care and be sincere.
Step 6:  Never overlook the power of common sense. 
   
Crisis management can either make or break a company, product, person, event or anything involved in a crisis and it is up to the public relations practitioner to prevent this from ever happening. In a world in which the media relish any scandal, crisis management is essential when a reputation is on the line. 

Source:

“Companies in crisis: What to do when it all goes wrong.” (2008). Retrieved March 31, 2008, from http://www.mallenbaker.net/csr/CSRfiles/crisis02.html

What company situation would you cite as an example of good crisis management and why?

by Caitlin Graham and Anna Catherine Roberson

With an increase in consumer awareness, companies are held to a higher standard and have responded with beneficial programs that affect the public as well as improve the companies’ reputations, or in a nutshell, corporate social responsibility (CSR). The World Business Council for Sustainable Development in Making Good Business Sense defines CSR as “the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large.” Now more than ever, a company is looked at not only for the service it provides but also the impact, positive or negative, the company has on society from start to finish. CSR is integral to PR because it strengthens the reputation of the company and gives consumers confidence in the company's service through transparency and total commitment to making a positive change.

Southern Company lights up CSR

In 2008, Corporate Responsibility Officer Magazine named Atlanta-based Southern Company one of its “100 Best Corporate Citizens.” Southern Company ranks 31st on this year’s list, which also includes Nike, Intel, Bank of America, Starbucks and Coca-Cola, among others. But what makes Southern Co. so special? Southern Co. works hard to ensure it is serving the community and actively being the best corporate citizen possible.

Jason Cuevas, manager of media relations for Southern Co., says corporate social responsibility is something that is taken “very seriously. We believe that we as employees are citizens in the communities that we serve and taking part in community activities and giving back to the community is extremely important. We believe that being a good corporate citizen means incorporating ourselves into the areas in which we live and work through philanthropic as well as social and environmental actions.”

In order to ensure that it is being a good corporate citizen, Southern Co. participates in several programs every year to give back to the community. These programs include Georgia Power’s “Change a Light, Change the World” campaign in which it gave out 200,000 compact fluorescent light bulbs and encouraged customers to take a pledge to change at least one light bulb to a more efficient one. Southern Co. also works very hard to give back to the environment as much as possible. The Renew Our Rivers program is an excellent example of how Southern Co. works with communities to help the environment. Renew Our Rivers is a program in which volunteers take time to help clean polluted water ways in Alabama, Georgia, Mississippi and Florida.

“Environmental stewardship is extremely important,” Cuevas says. “Renew Our Rivers not only incorporates the community but also the environment, which is always our ultimate goal.”

Southern Co., however, does not stop with environmental stewardship and volunteering in the community. It is also very active in sponsoring cultural events, such as the Alvin Ailey American Dance Theatre, and even rewards scholarships to employees’ college-aged children. So what does all of this have to do with public relations? Cuevas explains that through being a good corporate citizen, Southern Co. has earned credibility by keeping a trustworthy track record with the media.

“Our first objective is to always be credible in everything we do,” Cuevas says. “No matter what the issue is, whether it is environmental, social or a major crisis, our first mission is to tell the truth and disseminate the information as quickly and accurately as possible.”

Cuevas also explains that it is important to respect the information, good or bad, the media distributes. If it is wrong, then they correct it in a respectable manner.

“Being straightforward and credible in every situation is crucial not only in corporate social responsibility, but in all aspects of public relations,” Cuevas says. “And at the end of the day, that is really all you can ask for.”

Nike and corporate responsibility: “just do it” well.

Nike, the Greek goddess of victory, lent not only her name to Nike Inc. but also her sense of dominance that is evident in the company’s corporate responsibility principles. Nike has evolved from the world’s foremost brand of athletic shoes and equipment into a corporation that strives to make a positive impact on the environment, its workers and society.

The company’s 2004-2005 fiscal year report details Nike's aggressive efforts to solve problems before they can begin, instead of haphazardly dealing with crises. Its corporate responsibility stand is clear: “It shouldn’t be about business tradeoffs, managing problems and mitigating risks. It should be about harnessing innovation to create something new and better.”

This report is available online at http://www.nikeresponsibility.com, a Web site dedicated to Nike’s corporate responsibility. This site illustrates a key feature of the company’s success as far as accountability: transparency. It covers all corporate responsibility areas and includes a list of active factories, the Code of Conduct that governs all workers and factories and a list of restricted substances in Nike products. The Web site is straightforward and honest, providing viewers with Nike’s vision of improvement in every area.

The corporation is committed to making products that are environmentally safe at each step of the manufacturing process from raw materials to packaging. Nike has set goals for three areas—footwear, apparel and equipment—that will meet its own environmental standards in upcoming years.

Nike’s almost 800,000 employees all follow the same Code of Conduct regardless of factory or country and are protected by management and safety audits. The company also has a goal by 2011 to end overtime work in contract factories, a problem that often leads to added stress and sub-par products.

Let Me Play is a program developed by Nike that aids youth and community development through sports. $100 million has been given across the world, and another $315 million will be invested by 2011. The Nike Foundation began in 2005 as a way to empower the world’s adolescent girls. The foundation sends money, to date more than $28 million, to organizations worldwide that help women.

The image of the giant of sports apparel hasn’t always been this golden. The early 1990s found Nike using child labor to make soccer balls. The public outcry prompted change from the corporation that has since worked to clear its name.

And it seems to be working. Business Ethics ranked Nike number 31 in 2005, 13 in 2006 and third in 2007 on their list of the “100 Best Corporate Citizens.” Nike remains one of the top 50 brands worldwide with yearly revenues of more than $16 billion.

Sources:

(2007). Nike CR report. Retrieved March 14, 2008, Nike Web site: http://www.nikeresponsibility.com/#home/
(2007). 100 Best Corporate Citizens. Retrieved March 19, 2008, from Business Ethics Web site: http://www.business-ethics.com/BE100_all

E-mail Jason Cuevas

How important do you think it is for CSR and PR to work in tandem? Do you think CSR should be responsible for accommodating to trends like enviromental concerns?