ISSUE TWO | SUMMER ‘09

Pigs are Worth It!

Facing Fears Head On.
Trust Me, I’m a Doctor.
Tapping into the Feelgood Factor.
A New Vision.
The Art of Influence in Russia.
Colin Byrne CEO, UK & Europe

Then I told
them David
would be
the first PR
professional
to be a
European
Prime Minister.

I was in one of our Continental
European offices recently,
updating staff on developments
around the region. At one point
I put up a picture of David
Cameron, the UK Conservative
Party leader, and told them that
in all probability he would be
British Prime Minister by June
next year. There was barely a
ripple of interest.
Then I told them David would be the first
PR professional to be a European Prime
Minister (though the guy running the UK as
I write – my old boss Lord Mandelson the
former European Commissioner –
once held a director of communications
job). The ears pricked up. We agreed it
was a sign of the continued growth of the
influence of PR.
Welcome to the second edition of
33 & A Third RPM, our EMEA newsletter
focussing on insights and observations
from our leading PR executives around the
world. This issue takes in PR and business
developments in Asia, Russia and in U.S.
financial services, broadcast and insights
into running campaigns that win major
awards and achieve really significant results
for clients.
I hope you find it of interest.
Tamora Langley Director, Public Affairs, London
Always Work
with Children
and Animals.
No I’m not talking about getting
a job as a children’s television
presenter, but about some of
the recent work we’ve been
doing in Public Affairs. And
please don’t switch off at the
mention of PA. Ours may, in the
past, have been a job centred on
long lunches with men in grey
suits to speculate about who is
the Prime Minister’s flavour of
the month and what changes the
forthcoming regulations of
regulators might bring. More
recently though, we’ve been
wiping the awards boards with
campaigns that have involved
coaxing MPs into a pen with a
half-ton pig called ‘Winnie’,
discussing naked beekeeping
with the Women’s Institute and
working with Jamie Oliver’s
production team.
So what’s changed? Perhaps never before
have Members of Parliament been so
collectively rocked by the power of the
media. The expenses scandal has seen
MPs cowering before their local
newspapers. The Daily Telegraph’s never-
ending catalogue of duck ponds, moats
and bath plugs has driven them like
lemmings to the edge of, and in some
cases over, the cliff of resignation. Those
who stay will not forget the experience any
time soon. In the run-up to the General
Election (expected next spring) those MPs
still fighting recognise they need to appear
more humble and in-touch with ordinary
people. This means being seen more in
the constituency rather than Westminster,
and looking for media opportunities that
show their human side. As London Mayor
Boris Johnson has proved in recent
months, you can even get away with being
a rich old Etonian providing you can laugh
at yourself when you fall over in a pond in
front of photographers.
This means PA consultants need to
understand how to build media
opportunities into our campaigns and how
to work with the media to secure
supportive and positive coverage.
An example in point is the ‘Pigs are worth
it!’ initiative that over the last eight months
has won four international awards
including a ‘Best PR-Led Integrated
Campaign’ PR Lion at the Cannes Lions
International Advertising Festival and the
‘Platinum SABRE for Best PR Programme
of the Year’ at the European SABRE
Awards.
The backdrop was a disastrous wheat
harvest, which left British pig farmers
facing crippling feed prices that
threatened to put them out of business.
Pig farmers’ body BPEX asked us to
brainstorm a creative campaign, and then
work with their roster of agencies to put it
into practice. Our idea – ‘Pigs are worth it!’
– sought to draw attention to the fact that
British pig farmers work to the highest
standards of animal welfare. We were
appealing to consumers and retailers that
it was worth paying more for ‘happy pigs’
and asking them to accept higher prices
for British pork, bacon, ham and sausages,
rather than looking to cheaper imports
from pigs produced under inferior welfare
conditions. With British consumers known
across Europe for their tendency to be
swayed by price above quality, the appeal
was a tough one.
You can even get away
with being a rich old
Etonian providing you can
laugh at yourself when you
fall over in a pond in front
of photographers.
The objective we set was to raise the price Within nine months the price ‘tipping
of pork from £1.06/KG to £1.40/KG to point’ that enabled British pig farmers
enable farmers to break even. Of course to break even was reached, and some
the principal organisations with the power were even turning a profit. We estimated
to ensure these increases were the a total increase for farmers of £5.1m per
supermarkets. To apply pressure to them, week. Although the political activity that
the team needed to demonstrate support resulted from the campaign is likely to
from consumers, unity among producers continue into next year, it was the
and political pressure for fair pricing to emotional appeal of the campaign that
reflect farmers’ costs. Consumer polling brought so many MPs onboard in the first
established support for the farmers and a place. And for that reason I make the case
willingness to pay more. A ‘Global Feed that working with children and animals can
Commodities Market’ report explained the be a very good thing.
exceptional economic circumstances
farmers were experiencing. An advertising
campaign ran in the nationals and on the
London Underground.
We matched pig farmers with their local
MPs, to ensure there was a link that would
interest MPs’ local and regional media. At
a rally opposite Downing Street an affable
sow – ‘Winnie’ – spent the day in a luxury
pen being met and greeted by MPs keen
to offer their support and be snapped
alongside their constituent. Only one took
a tumble in the hay due to the pig turning
around rather too fast! Along with other
consumer and trade PR tactics such as the
creation of a campaign anthem - ‘Stand by
your ham’ – ‘Pigs are worth it!’ reached a
UK audience of 30 million through press,
broadcast and online media coverage.
Paul Jensen General Manager, New York, and Executive Vice President
Striving for
Transparency is
Riskier than Ever.
It was a sign of the times. A few
weeks ago a financial journalist
came into my office to interview
for a job. After many years
writing business stories, she
had decided to “come over to
the dark side” and pursue a
career in public relations. Her
reasons were sound and
familiar… her financial trade
publication was losing money
and continuing to lay off
staffers, her prospects for
making a decent living in
journalism were getting ever
slimmer, and she even liked
the idea of advising clients on
how to deal with journalists
like herself.
Then came the kicker: “And I’m just tired
of ruining people’s careers.” What do you
mean? I pressed. “Well, you become close
to these people (in her case, the
communications and business unit heads
of many U.S. financial institutions). You
hear their stories of why they made this-or-
that decision, and they seem reasonable.
Then you go back to the office and your
editor says, “Now there must be a
negative angle in there somewhere, and
it’s your job to find it.”
The story is instructive. With advertising
dollars continuing to slide and breeding an
ever-shrinking news hole, many
publications have become more negative
and sensational than ever in their editorial
tone in order to capture attention. Is it any
wonder that so many financial institutions
are staying in the bunker with their heads
“safely” below the line of fire?
The unfortunate reality is, financial
institutions can’t afford to hide. The old
rules of communicating with stakeholders
still apply: Customers want an honest and
open dialogue on issues of concern, Wall
Street demands transparency in real time,
and employees crave straight talk on what
it all means for them. And compounding
the issue for TARP-recipient banks is the
new reality of government…
i.e. taxpayers… as shareholder.
The expectation of transparency and
engagement has never been greater.
So what to do? First, financial institutions
need to ensure they are getting not only
good counsel, but good information as
well. They need to know when to engage,
and when perhaps it might not be worth
the risk. A recent survey by KRC Research,
for example, revealed that the majority of
Americans paid little or no attention to the
Treasury Department’s “stress tests” on the
nation’s 19 largest banks, and the vast
majority said the results of these tests
would not affect their views of their bank.
Useful information in contemplating
proactive engagement on the issue.
Second, financial institutions should
recognise that where there is challenge,
there is often opportunity. The negative
media environment has led to an obvious
leadership void, for example, providing a
rare opportunity for the CEO who is willing
to step up and provide statesman-like
guidance on where the industry has been,
where it is going, and what lessons can be
learned.
Some financial institutions have gotten
smart about this and begun to move from
defence to offence. Heads turned in April,
for example, when Lloyd Blankfein of
Goldman Sachs, addressing the Council of
Institutional Investors in Washington, broke
away from his CEO peers and openly and
honestly discussed his industry’s recent
collapse. Instead of avoiding engagement
on sensitive issues such as shoddy risk
management and excessive executive
compensation, Blankfein acknowledged
the industry’s past mistakes, took a
position on current debates such as mark-
to-market accounting, and laid out a
reasonable vision for the future. In the
words of one pundit, Blankfein, along with
Jamie Dimon of JPMorgan Chase and
Josef Ackermann of Deutsche Bank, have
stepped up during this time and “become
influential voices in shaping Wall Street’s
future.”
Finally, and perhaps most obvious,
financial institutions must not let fear and
frustration over the lack of fair-and-
balanced coverage rule the day in
evaluating how to communicate. The risks
of engagement are usually more obvious
and worrisome than the sometimes
hidden, but potentially more dangerous,
risks of not engaging at all.
No wonder many
U.S. financial
institutions are
ducking for cover.
Communications leaders should be
mindful of this judgment bias and help
their executive teams avoid the “bunker
mentality” that can result from more fear-
based decisionmaking.
I will close with another anecdote…
a conversation I had in the summer of 2007
with the head Wall Street reporter from a
top-tier business publication in New York.
He was lamenting the fact that he had
been unable to get calls returned from a
particular financial institution following
news of significant losses in their hedge
fund business. “They won’t talk to me…
I don’t understand why they wouldn’t at
least want to give their side of the story,”
he complained. “It’s clear to me that they
must have something to hide… I can’t wait
to write a hard-hitting piece on them.”
That company’s name was Bear Stearns.
Rachael Pay Managing Director, Healthcare Europe
Doctor Digital.
Observations on recent trends
in healthcare and social media.
Ever reached for the phone to
make a doctor’s appointment
and stopped and reached for the
mouse instead? Research shows
that the internet (aka Doctor
Digital) is now the go-to
resource for health and wellness
related information over and
above the family doctor.
Figures show 59 per cent of adults turn to
internet-based resources versus 55 per
cent who go to their doctor and 29 per
cent who talk to relatives, friends or co-
workers1. This makes for a host of
healthcare communication challenges and
opportunities as a shift of information
moves from the family practitioner to
portals, pods, patient blogs and wikis.
Who Do You trust – Man or Mouse?
Despite the surge in online communication
and healthcare portals as a go-to for
information, trust is the biggest divide
between Dr. Digital and Dr. Person. At the
heart of every healthcare campaign Weber
Shandwick proposes is a digital media
component – we call this inline as
regardless of medium, our message is
consistently the same. At no point is it a
substitute for seeing a medical doctor -
we think of it as an adjunct that helps build
the dialogue between patient and doctor
that ultimately improves outcomes
whether that’s faster diagnosis, improved
knowledge of treatment options or patient
support.
Searching for Answers
The most commonly searched health and
wellness topics online are for symptoms
and treatment options. From a healthcare
communications perspective it’s important
to understand what language the potential
patient is using to search for healthcare
information and build that into the content
- it may be that “acute diarrhoea” does not
naturally fall from the fingertips of the
suffering individual surfing the web but
“upset stomach” does, or perhaps,
“chronic migraine” is better described as
“splitting headaches”. Weber Shandwick’s
healthcare team works closely with our
digital experts to ensure we maximise
every opportunity and replicate the
language people are using to search for
healthcare information.
The Heart of Healthcare 2.0
There was a time when people logged
onto a healthcare portal to read reams of
static information on a particular condition.
That’s not the case now as at the core of
the healthcare transformation are regular
people or POLs “Patient Opinion
Leaders”, the leaders of the pack who are
convening, empowering, engaging and
educating consumers and healthcare
professionals.
Lucie Harper Managing Director, Healthcare London
As we enter the
next revolution
in healthcare
what can we
expect to see?
From a medical research standpoint much
is being learnt from the healthcare social
media space – researchers are uniting with
patients to learn about side-effects in real-
time, doctors are sharing challenging cases
and solutions and people are turning to
“patients like me” for knowledge-sharing,
data-sharing and around-the-clock
emotional support.
One of the most convincing health
benefits of social networks was
demonstrated even before the internet
became widely available. In 1979 a large-
scale study in California showed that
people with the lowest levels of social
contact had mortality rates two to four-
and-a-half times greater than those with
strong social networks. Since then more
research has shown that stable, supportive
social networks improve health conditions
for people experiencing a number of
conditions from heart disease to post-natal
depression2.
The Future of Healthcare
and Social Media
As we enter the next revolution in
healthcare what can we expect to see? In
Europe specifically we could argue there
needs to be greater recognition from the
healthcare professional audiences of the
benefit and value of social media for
patient populations – particularly those
with chronic conditions such as diabetes,
heart disease and cancer. Proactive
recommendations on where to go for
support could form part of the consultation
along with training on how to use future
tools and modalities. We may also predict
the development of new programmes
focussing on personal health data and
more targeted social networking putting
patients in contact with other patients of a
very similar profile. The self-policing of
sites will continue with increased scrutiny
and consolidation as people expect
greater transparency and openness and
industry will begin to engage more
actively, working within the regulations to
ensure they too are part of the discussion.
1. ICrossing: How America Searches Health &
Wellness, January 2008
2. Beckman L.F. and Syme S.L. “Social Networks, Host
Resistance, and Mortality: A Nine-Year Follow-Up
Study of Alameda County Residents.” American
Journal of Epidemology. 109:186-204, 1979.
Ian Rumsby Executive Vice President, Strategic and Business Development, Asia Pacific
Tapping into the
Feelgood Factor.
Much is made of Asia in
western society. Part inspired
wonder, part interminable
frustration, it remains one of
those niggling places that is
as irresistibly alluring as it is
provocatively confronting.
Consumers love it for its
rich history and spirituality.
Businesses are blinded by its
promise of unparalleled
growth. Some businesses
get it. Others don’t. Most sit
uncomfortably in the middle,
thinking they get it whilst their
actions suggest that that’s
misguided self-belief at best.
Asia, however you look at it, is a rough and
tumble of intrigue and optimism cast from
a mould of deep-rooted values and
commercial prowess. Its systems and
protocols fly in the face of the overly
simplistic evangelists of globalisation; its
scale and diversity make it impossible to
apply commercial blue-prints that have
been successfully rolled out elsewhere; its
citizens are more upwardly mobile than
anywhere else on the planet; and two of its
nations, combined, account for one third
of the world’s population.
As a region of 30 countries or so, some no
more than island archipelagos, it is easy to
over generalise. No one country is alike
and there’s enormous variation in the way
organisations operate in each of them.
More so in China and India where their
respective size and diversity means
companies have to develop and execute
on multiple strategies that address very
different stakeholder needs.
It is in these two countries where the
current commercial focus lies. Nearly a
year into the deepest post-war recession
seen, they remain the beacon of hope for a
long awaited recovery. The consensus of
Western opinion is that the signs are
increasingly positive.
Whether that’s reality or blind optimism is,
for the most part, dependent on your
media of choice and the day of the week.
In fact part of the problem that companies
and corporations face right now is that
there’s such a proliferation of data and
opinion on the future of Asian countries
that it’s difficult to get a handle on real
market and media sentiment.
It was because of this that earlier this year
Weber Shandwick partnered with The
Economist Conferences team as a primary
sponsor of the Asia CEO Agenda
conference in Singapore.
It was an important event at a critical time.
Amid the gloom of failed businesses and
crushed economies, there was a sniff of
longer-term optimism in the air. No one
was quite sure what was going to happen
next, which is why the opportunity to
sound out the 100 or so CEOs in
attendance was such a hot ticket.
There were a lot of insights and plenty of
numbers to paw over. But when it came
down to it, the real message from this
event was pleasingly simple and
surprisingly common: companies have two
choices – endless anguish or purposeful
action. The bulk of those business leaders
in the room choose the latter every time.
Could Asian
optimism be
the best tonic
for an economic
recovery?
By definition, the “anguish or action”
position is polarising. A bit convenient,
possibly, but it neatly captures the reality of
broader business sentiment in Asia right
now. For some, rising oil prices and a move
away from the US dollar into commodity-
linked currencies is a clear sign that the
economic shoots of recovery are better
established across the region. For others,
government stimulus packages have done
little more than force-feed economies at a
time when long-term nourishment is
needed to create sustained economic
growth.
Of course, no one really knows. This is new
territory for everyone and, not surprisingly,
no sooner has a point of view been
published, as is its logic thrown off course
by a sharper interpretation of available
data. Recent OECD forecast adjustments
that put China’s GDP projections at +7.7%
against the Eurozone’s -4.8% are
encouraging. But right now, one man’s
crystal ball is as good as the next.
Asians (if you can legitimately categorise
2.5 billion people) tend to be a glass-half-
full bunch and there’s very definitely a
sense of recession fatigue in the region. It
was something that came through strongly
at the Economist Conference and it
matters enormously. In its most simple
terms it means that people move away
from the paralysis that comes from the fear
of the unknown and, instead, they get back
to stimulating demand without
government intervention.
It’s that disregard for long-term pessimism
that could well prove to be the
unquantifiable reason for Asia’s economic
recovery. That and a new generation of
Chinese and Indian business people who
will not allow their destinies to be
undermined by the economic fragility of
other nations.
National pride, entrepreneurialism and
inherent optimism may seem a rather
unsubstantive platform on which to build
an economic recovery. But that’s precisely
what makes Asia such an intriguing and
exciting place to be.
Nick Rabin Head of Broadcast, UK
The Changing
Face of
Broadcast PR.
When Bruce Springsteen sang
about 57 channels and nothing
on, he clearly wasn’t looking
ahead to a world where the
internet is delivering thousands
of channels to even the smallest
niche audience. It’s unlikely too
that he was thinking about the
opportunities that the internet
broadcast revolution can bring
to carefully thought through PR
campaigns.
As traditional broadcast is currently going
through its most challenging period, with
shrinking audiences, shrinking budgets
and more demanding customers, the
internet is now at the heart of a revolution
in the way we both watch and produce
video content. Success as an internet
broadcaster, however, is all about
delivering specific content to specific
audiences with specific interests – in
essence it’s more narrowcasting that
broadcasting.
The changing environment means that PR
needs to adapt the way it works if it’s to
fully take advantage of the opportunities
that present themselves. The success of
sites like YouTube came about because the
founders realised that people’s relationship
with video content had changed and
crucially that many of the barriers to
becoming a broadcaster, from costs to
technical challenges, had been lifted. Its
growth has been staggering. Every minute,
of every hour, of every day there are 13
hours of videos being uploaded to
YouTube, and around the world people are
watching around 100 million videos every
day, and this is just the beginning. Last
year one of YouTube’s founders, Chad
Hurley, wrote that “in ten years, we believe
that online video broadcasting will be the
most ubiquitous and accessible form of
communication”. Even taking into account
the obvious self-interest, it’s hard to
disagree when the facts are so compelling.
Broadcast PR in the digital age has to be
about more than simply media relations; it
should utilise all the available tools to
engage with specific audiences. The reality
is that traditional broadcast media filters
stories, and even elements of a story to fit
their own needs. That, of course, is nothing
new; it’s the way things have always been
and is driven by the fact that broadcasters
have to meet the needs of a wide and
diverse audience. The opportunities made
possible by internet video, IPTV and video
podcasts mean that it’s now possible to
deliver news directly to your audience in a
way that is relevant to them.
One look around the internet will tell you
that there is a myriad of different
communities, all with their own areas of
interest and all with their own focus.
Whether it’s people who own a specific car
or have an interest in cooking or sailing or,
in fact, almost anything you can think of,
these communities all have one thing in
common; they share content.
Brands that are willing and able to deliver
relevant content can then become an
active and trusted member of a particular
community. They can foster or nurture a
community and begin to create a
connection with its members that will
ultimately encourage people to become
advocates.
Weber Shandwick Vision is a new offering
that is designed to maximise the reach and
impact of any video content that’s
produced. The key to success is in
identifying your audience and using
analytical tools to help tailor both your
content and outreach programme. In short
it’s all about matching what you’re offering
to the type and style of content that’s
being sought.
A recent study showed that television was
down to 70% of video watching time from
75% last year, while people watching video
through their computers was up from 11%
to 19%. It’s undoubtedly a shift in
behaviour, but while the platform may be
changing the desire for something that’s
entertaining, informative or relevant is still
very much to the fore. Apart from a few
notable exceptions – Charlie bit my finger
springs to mind – successful video whether
it’s online or offline needs to be well
targeted if the people you want to reach
are going to seek it out and share it.
So if the future of broadcasting is online,
where does that leave traditional
broadcast? True, it may be going through a
tough time and there’s little sign that it’s
going to get any easier anytime soon, but
let’s not forget how important and
influential traditional broadcast still is both
online and offline. People have a unique
relationship with television and radio
journalists that cannot and should not be
ignored. It’s a relationship borne out of the
fact that every evening, news reporters and
presenters are invited into people’s homes
to look them in the eye and deliver their
view of the world. Combining the medium
we know and love with a medium we are
quickly becoming infatuated with is an
exciting prospect. Remember, one of the
world’s most viewed video clips online is
Susan Boyle’s appearance on Britain’s Got
Talent – an internet phenomenon born
from the most traditional of television
formats.
Nataliya Popovych President, PRP Group CIS, a Weber Shandwick affiliate company
With a population of 143 million
spread across 11 time zones,
Russia is one of the world’s
largest, most rapidly developing
and complex markets. Achieving
commercial success here
requires a customised approach.
For although Russia has changed
enormously over the last 15
years, from an international
business standpoint it remains a
Wild West of sorts, a challenging
Terra Incognita.
Customisation and
Consumer Education Hold
the Key to Success in Russia.
While the President and Prime Minister
enjoy an amazing 60-70% approval rating,
Russians have an inherent distrust of all
other governmental structures. This is
reinforced by high levels of corruption, a
problem frequently encountered by
international companies entering the
market.
The government has sought to attract
international investment, yet at the same
time it retains a significant influence on
business. Remarks from senior government
figures, whether explicit or vague, can have
a damaging impact on business
reputation.
When Russian Prime Minister Vladimir
Putin publicly accused Russian mining and
metals giant Mechel of tax avoidance, the
company’s stock plunged 30% in a single
day of trading in New York. Overall, the
government’s influence means companies
active in the Russian market need a
specific focus on corporate messaging and
executive visibility and must be extra
cautious and respectful of government
stakeholders.
The Russian government’s influence is
apparent even in those areas that in the
economically developed societies of the
West are traditionally driven by consumers.
Corporate social responsibility in Russia
often occurs due to the government’s
urging or instruction for business to invest
in its communities, rather than through
communities demanding that companies
give back.
Not only does the political environment of
Russia heavily influence companies
working in the region, but the unique
consumer picture also requires special
attention. Companies entering the market
find they are dealing with consumers with a
higher-than-average cultural education.
From a country that gave the world
Pushkin, Tolstoy, Dostoevsky and Chekhov
came also some of the world’s leading
innovations in chemistry, nuclear physics
and aviation.
Today, Russia is striving to become a
global leader in innovation. Government
organisation Rusnano was founded to
invest over $5 billion in developing
nanotechnology. International leaders are
starting to see Russia as a venue for hi-tech
investment: HP has one of its three global
laboratories in St. Petersburg,
pharmaceutical companies are committing
resources to R&D in the region and there
are even long-term government plans to
develop a Silicon Valley in Russia.
Undoubtedly the Russian people have
endured a turbulent transition since the fall
of communism, marked with financial
crises and major investment scams. This
has led to very peculiar financial habits:
after repeated bank defaults, many
Russians stopped trusting the system,
choosing mattresses over bank accounts.
Now, coming out of recession it will be a
challenge for financial services companies
either already in the market or entering via
M&A to establish credibility with the
Russian population.
Time and time again, companies have
found that they must focus on consumer
education. Sometimes this means starting
from scratch: when ING Life launched in
Russia, it had to explain the basic idea
behind life insurance before it could even
begin to start communicating its
Today, Russia is
striving to become
a global leader in
innovation.
This Russian pride stretches into the
competitive advantages. The fact that in
global arena. It is no coincidence that the
Russian the term insurance is
“strakhovaniye”, based on the root of the local slogan of the Sochi 2014 games for
word “strakh” or fear in English, does not Russia was not Gateway to the Future, but
The Games we DESERVED. There is pride
help either.
too in growing prosperity, with the luxury
There are many potential opportunities for consumer goods market holding up well
international businesses in Russia if they despite difficult global circumstances.
understand the average consumer. In
certain segments, Russian consumers are As Russia becomes home to an increasing
number of international brands and
both patriotic and proud of their heritage
and will often rebel against global companies, there is the widespread
conglomerates in favour of Russian brands, realisation that a company can grow fast
and rich here if it understands the rules
which are perceived to be more natural.
and complies with the environment.
Consumer brands find they need to be
conscious of this and adapt their Communication and market insight are
positioning in order to avoid major key to achieving this success.
mishaps.
A successful example is Campbell’s Soup
Company. Before the company entered
the Russian market it invested in significant
consumer research. The approach paid off:
Russians are soup experts and positioning
Campbell’s as the world’s soup expert
would have been immediately rejected. So
Campbell’s developed a special Russian
product: boullion bases that helped
Russian consumers make their own soups
according to their own recipes. Campbell’s
has seen the successful results in the form
of consumer advocates, and ever-
increasing sales.
 HTML. Spanish. Twitter.
Mandarin. Newspeak.
JavaScript. Slang.
Layman’s terms.
Plain English. Jargon.
Word-of-mouth. Arabic.

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Weber Shandwick is a leading global public relations
agency with offices in over 77 markets around the world.
With a deep commitment to client service, creativity
and collaboration, we harness the power of Advocates –
engaging stakeholders in new and creative ways to build
brands and reputation.

www.webershandwick.com