0% found this document useful (0 votes)
11 views53 pages

(Ebook PDF) Public Relations in The Digital Age, by Tom Kelleher Install Download

The document is an advertisement for the eBook 'Public Relations in the Digital Age' by Tom Kelleher, available for download at ebooksecure.com. It includes links to various related eBooks and outlines the contents of the book, which covers topics such as public relations strategies, ethics, and the impact of digital media. The document emphasizes the evolving nature of public relations in the digital era.

Uploaded by

eamgmoidz3435
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
11 views53 pages

(Ebook PDF) Public Relations in The Digital Age, by Tom Kelleher Install Download

The document is an advertisement for the eBook 'Public Relations in the Digital Age' by Tom Kelleher, available for download at ebooksecure.com. It includes links to various related eBooks and outlines the contents of the book, which covers topics such as public relations strategies, ethics, and the impact of digital media. The document emphasizes the evolving nature of public relations in the digital era.

Uploaded by

eamgmoidz3435
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 53

(eBook PDF) Public Relations in the Digital Age,

by Tom Kelleher install download

https://ebooksecure.com/product/ebook-pdf-public-relations-in-
the-digital-age-by-tom-kelleher-2/

Download more ebook instantly today at https://ebooksecure.com


We believe these products will be a great fit for you. Click
the link to download now, or visit ebooksecure.com
to discover even more!

(eBook PDF) Public Relations in the Digital Age, by Tom


Kelleher

http://ebooksecure.com/product/ebook-pdf-public-relations-in-the-
digital-age-by-tom-kelleher/

(eBook PDF) Public Relations by Tom Kelleher

http://ebooksecure.com/product/ebook-pdf-public-relations-by-tom-
kelleher/

(eBook PDF) Globalization and Media in the Digital


Platform Age

http://ebooksecure.com/product/ebook-pdf-globalization-and-media-
in-the-digital-platform-age/

(eBook PDF) Labor Relations in the Public Sector 5th


Edition

http://ebooksecure.com/product/ebook-pdf-labor-relations-in-the-
public-sector-5th-edition/
(eBook PDF) Cases in Public Relations Strategy

http://ebooksecure.com/product/ebook-pdf-cases-in-public-
relations-strategy/

The Practice of Public Relations 14th Edition by Fraser


P. Seitel

http://ebooksecure.com/product/the-practice-of-public-
relations-14th-edition-by-fraser-p-seitel/

(eBook PDF) Media Criticism in a Digital Age:


Professional And Consumer Considerations

http://ebooksecure.com/product/ebook-pdf-media-criticism-in-a-
digital-age-professional-and-consumer-considerations/

(Original PDF) The Practice of Public Relations 13th


Edition

http://ebooksecure.com/product/original-pdf-the-practice-of-
public-relations-13th-edition/

(eBook PDF) Public Relations Writing 3th Edition by


Mahoney, James

http://ebooksecure.com/product/ebook-pdf-public-relations-
writing-3th-edition-by-mahoney-james/
Contents vii

Cultural Convergence 57 Ethics: Corporate Social Responsibility


Economic Convergence 58 and Loyalty 98
Professional Convergence 59 Voices from the Field: Kim Griffin 99
Divergence 60 Case Study: Coca-Cola and Corporate Social
Advertising 61 Responsibility 101
Marketing 63
In Case You Missed It 105
Integration 66 Summary 105
Integrated Marketing Communication 67
Discussion Questions 106
Hybrid Functions 70
Further Readings and Online Resources 106
Case Study: Red Bull’s Content Marketing
Key Terms 107
Strategy 71

How Public Relations Is Different at Its Core 72


Organization (Beyond Offerings) 72 PART TWO
Publics (Beyond Audiences)

Relationships (Beyond Sales)


73

73
STRATEGY 109
Voices from the Field: Sean Moffit 74
Research 110
Research in the RACE Cycle 111
Ethics: Free Flow of Information 75
Formative Research 111
In Case You Missed It 77
Summative Research 112
Summary 77 Situation 112
Discussion Questions 78 Publics 117

Further Readings and Online Resources 78 Case Study: Applying the Situational
Theory of Publics: Net Neutrality 120
Key Terms 79
Quantitative Research 123
Relationship Management 80 Surveys 123
Managing Relationships 81 Experiments 124

Taking Care of Relationships 82 Content Analysis 124

Key Outcomes of Relationships 83 Qualitative Research 125


News-Driven Relationships 86 Interviews 125

Media Relations 86 Focus Groups 126

Pitching 86 Direct Observation 127

Networking Relationships 89 Secondary and Primary Research 128

Commerce-Driven Relationships 89 Formal and Informal Research 128

B2C 89 Voices from the Field: Susan Paul 131

B2B 90 Ethics: Utilitarianism 132


Employee Relations 92 In Case You Missed It 134
Investor Relations 94
Summary 135
Issues-Driven Relationships 95
Discussion Questions 135
Non-profit Organizations 95
Further Readings and Online Resources 136
When Publics Are Organizations and Organizations
Are Publics 96 Key Terms 136
viii Contents

Planning 137 Implementation 163


A Hierarchy of Outcomes 138 Taking Action 164
Tuning In 139 Case Study: Pulled Pork: Chipotle’s Challenge to
Attending 139 Act on Its Principles 165
Liking 139
Choosing Channels 167
Comprehending 139
How Do You Choose the Right Tactics? 167
Learning 140
Controlled and Uncontrolled Media 168
Agreeing 141
Paid, Earned, Shared, and Owned Media 169
Remembering 141
Owned Media 170
Acting 141
Paid Media 171
Proselytizing 141
Shared Media 172
Using McGuire’s Hierarchy of Effects for Planning 142
Earned Media 175
Strategic Planning 143
Mixed Media 175
Case Study: Global Hand Washing Day: Goals,
Case Study: The Magic Mix: Dell’s Integration
Objectives, and Outcomes 145
of Owned, Paid, Shared, and Earned Media 177
Timelines 147
Ethics: Loyalty and Diversity in Communication
Formative Research 147
and Action 179
Client/Management Meetings 148
Voices from the Field: Jefferson Darrell 180
Action and Communication Tactics 149

Production of Media and Communication Materials 149 Case Study: Doing Good by Doing Well:
Kimberly-Clark’s Efforts to Promote Diversity 182
Events 149

Evaluation 150 In Case You Missed It 183

Budgets 152 Summary 184


Personnel 152 Discussion Questions 184
Administrative Costs and Supplies 154
Further Readings and Online Resources 185
Media and Communication Expenses 154
Key Terms 185
Voices from the Field: Charzie Abendanio 156

Ethics: Beware of Zombies; Enhance Evaluation 186


the Profession 157
Old and New Methods 187
Define the Specific Issue/Conflict 158
Message Testing 188
Identify Internal/External Factors 158
Focus Groups 188
Identify Key Values 158
Readability Tests 188
Identify the Parties Involved 158

Select Ethical Principles 159 Media Monitoring Services 189

Make a Decision and Justify It 159 Metrics, Analytics, and Data 190

In Case You Missed It 160 Tracking Visitor Behaviour 191

Segmenting Referring Sources 192


Summary 160
Parsing Big Data 192
Discussion Questions 161
Barcelona Principles 192
Further Readings and Online Resources 161
Principle 1: Goal Setting and Measurement Are
Key Terms 162 Fundamental 193
Contents ix

Principle 2: Measuring Communication Outcomes Is News 224


Recommended 193
Writing for Intermediaries 225
Principle 3: The Effect on Organizational Performance
Should Be Measured 196 Writing for News Media 226

Writing for Social Media 232


Principle 4: Measurement and Evaluation Require Both
Qualitative and Quantitative Methods 196 Writing for Search Engines 234
Principle 5: Advertising Value Equivalencies Are Not Academic Writing 237
the Value of Communications 197
Business Writing 237
Principle 6: Social Media Should Be Measured
Consistently with Other Media Channels 198 Voices from the Field: Dave Bourne 238
Principle 7: Measurement and Evaluation Should Be
Ethics: Professionalism, Honesty, and Writing
Transparent, Consistent, and Valid 198
for Mutual Understanding 239
Case Study: The Barcelona Principles: Somebody
Case Study: Words Matter: A Strange
Had to Do It 199
Choice for an Agency Name 240
Measuring the Right Outcomes 203
In Case You Missed It 242
Voices from the Field: Fraser Likely 204
Summary 242
Ethics: Independence 206
Discussion Questions 243
Evaluation in Action 207
Further Readings and Online Resources 243
2019 CPRS Toronto ACE Award Submission 208
Key Terms 244
In Case You Missed It 212

Summary 212 Multimedia and Mobile 245

Discussion Questions 213 Multimedia 247

Text 247
Further Readings and Online Resources 214
Texting, Tweeting, and Pitching 247
Key Terms 214
Infographics 248

Captions and Subtitles 248

PART THREE Images 251

TACTICS 215 Creating Your Own Images 251

Case Study: The NBA Gets in the Snapchat


Writing 216
Game Early 252
Five Reasons to Write Well in Public Relations 217 Hiring Photographers and Using
Relationships 218 Others’ Images 253

Influence and Persuasion 218 Audio 254


Goals and Objectives 218 Radio Is Still Huge 254
Reputation Management 219 Can Audio Go Viral? 255
Impression Management 219 Audio in the Multimedia Mix 255

Storytelling 220 Video 256


Case Study: Telling the NCAA’s Story—One Athlete Producing Videos Yourself 257

at a Time 221 Hiring Experts 259

Features 221 Mobile 259


Case Study: Godzilla Earns Citizenship; Shinjuku Social 260
Earns Publicity 223 Personal 261
x Contents

Local 261 Discussion Questions 294


Snackable 261
Further Readings and Online Resources 295
Case Study: Snack Attack: An Iconic Brand Faces
Key Terms 295
Fallout for Going Digital 262

Uses and Gratifications of Media 263 Issues and Crises 296


Voices from the Field: Sandra Chiovitti 264 Managing Conflict 297

Ethics: Privacy and Safeguarding Confidences 266 Case Study: A Crisis Threatens the Future of
In Case You Missed It 267 Maple Leaf Foods: A Classic Study in Crisis
Communication 300
Summary 268
Managing Issues 303
Discussion Questions 268
Issues Life Cycle 303
Further Readings and Online Resources 269
Case Study: The Issue Life Cycle of Volkswagen’s
Key Terms 269
Dieselgate 304

PART FOUR Proactive Issues Management


1. Monitoring 307
307

CONTEXTS 271 2. Identification 308

3. Prioritization 308
Legal 272
4. Analysis 308
Chapter contributed by Rachel Bellotti
5. Strategic Planning 309
The Charter of Rights and Freedoms: Freedom of
6. Implementation 309
Expression 274
7. Evaluation 309
Defamation 275
Crisis Types 310
Case Study: Mudford v. Smith, 2009 CanLII 55718 Victim Crises 310
(ON SC) 277 Accident Crises 311
Defamation through Republication 279
Preventable Crises 311
Hyperlinking 279
Crisis Response Strategies 312
Intellectual Property 280 Deny Strategies 312
Copyright and Trademark 280 Diminish Strategies 312

Plagiarism 281 Rebuild Strategies 312

Reinforce Strategies 313


Copyright Infringement 282
Fair Dealing 284 Case Study: Bolstering to #StayStrong
in the Fight against Cancer 314
Public and Private Information 284
Social Media and Crises 314
Privacy 285
Invasion of Privacy 285 Voices from the Field: Grant Bastedo 316

Regulating the Business of Public Relations 288 Ethics: Conflicts of Interest 317

Voices from the Field: Tyler Burns 289 In Case You Missed It 319

Ethics: Finding a Balance with the Law 290 Summary 319

Case Study: R v. Ghomeshi, 2016 ONCJ 155 291 Discussion Questions 320

In Case You Missed It 293 Further Readings and Online Resources 320

Summary 294 Key Terms 321


Contents xi

Global 322 Political and Public Affairs 352

Financial and Entrepreneurial 353


Digital Divides—At Home and Abroad 324
Consumer 355
Case Study: One Laptop per Child 327
International 358
Public Relations and Culture 329
Education and Continued Learning 358
Intercultural Public Relations 330
Career Tracks and Roles 361
Case Study: Intercultural Communication
Case Study: CEO versus New Hire:
and Potty Talk 330
Who Wins? 362
Low-Context versus High-Context
Communications 332 Voices from the Field: Lesley Chang 364
Cultural Dimensions 333 Ethics: Competition, Loyalty, and Job Changes 365
Cultural Intelligence 335
Ongoing Professional Development 366
International Public Relations 336
In Case You Missed It 367
Public Diplomacy 337
Summary 367
Ethics: Dialogic Ethics 338
Discussion Questions 368
Voices from the Field: Darren Barefoot 339
Further Readings and Online Resources 368
In Case You Missed It 341
Key Terms 369
Summary 341

Discussion Questions 342


Appendix CPRS Checklist for APR
Further Readings and Online Resources 343 Designation 370
Key Terms 343
Appendix CPRS Code of Professional
Standards 372
Careers 344
Employers 345 Appendix The IPRA Code of
Agencies 345 Conduct 374
Corporations 347
Appendix IPR Ethical Standards
Non-profits and NGOs 347
and Guidelines for Public Relations
Government 348
Research and Measurement 376
Self-Employment and Small Business 349
Notes 377
Areas of Specialization 350
Health 352 Glossary 389
Sports and Entertainment 352 Index 398
Preface
The textbook you are holding now is an updated Canadian version of an American textbook
written about four years ago. In just four years, plenty has changed—Internet links died, apps
fell out of favour, celebrities stopped trending, new companies rose to fame, and some old
ones went downhill or disappeared.
Public relations is like that—our profession continues to change and evolve at an almost
dizzying pace.
When I began my career in public relations, press releases were distributed by mail;
hours were spent folding documents and sealing envelopes. If it was a big mailing, the whole
office would chip in to make sure we made the deadline and my colleagues would help me
haul the heavy boxes down to the nearest Canada Post office.
As a newly minted public relations practitioner, folding and mailing was my job, along
with looking after the clippings on behalf of our clients—a time-consuming job that involved
hours of cutting out newspaper and magazine articles and wielding a glue stick to create the
large binders that formed the backbone of our monthly reports to clients. And yes, we used
AVEs (ad value equivalents). At the time, these were considered state of the art in public re-
lations measurement.
When I mention this to my students, they inevitably snicker or look at me with vague,
unknowing eyes—this is so far outside of their realm of experience as to be unimaginable.
Today, printed media releases are virtually unheard of, “clippings” are captured and
tallied digitally, and AVEs have been all but put to bed with the creation of the first set of
Barcelona Principles in 2010. Media relations, which was once the primary focus of our in-
dustry, is a smaller and smaller part of day-to-day practice as owned media grows in impor-
tance. Smartphones are quickly replacing the computers that replaced the IBM Selectrics that
were once found on every PR practitioner’s desk. The times, as they say, are a-changing.
With the rapid pace of change public relations (and most industries) face today, it’s easy
to image that 20 years from now the newest crop of would-be practitioners will hear about
the Internet, smartphones, and the current crop of popular apps and shake their heads at the
archaic nature of it all.
The Canadian Public Relations Society recently released a white paper looking at public
relations megatrends that will, according to the paper, continue to challenge our profession.
These trends included the rising business value of reputation and relationships, the empow-
ered audience, fake news, a gap in wealth and trust, and artificial intelligence. What’s a prac-
titioner to do? How can any of us possibly keep up?
That same paper provides some of the answers. At the heart of our profession are
­relationships—the relations in public relations. Our job is to build positive relationships that
help an organization achieve its goals. As Daniel Tisch, president and CEO of Argyle Public
Relationships, points out, that aspect of our work is more important than ever. “We’ve heard the
cliché that content is king; a better axiom for today is that relationships are royalty,” says Tisch.
Preface xiii

Today’s consumers have much higher expectations when it comes to their relationships
with the brands and organizations in their lives. Transparency and clear communication are
no longer a “nice to have”; they are an absolute expectation. When consumers connect with
your company via social media or other means, they expect an instant answer. They also
expect that your values will align with theirs, and they are looking to you and your company
to tell them about the positive impact you’re having on the community and the planet.
All of this speaks to a need for public relations and the skills we bring to the table. Is it
any surprise that this is a growing profession with more and better opportunities than ever
before?
Welcome to public relations in Canada. This book will provide you with an overview of
our profession and a solid base upon which you can continue to learn. Ours is an exciting,
fast-moving, and varied career that will allow you to work in virtually any industry. Whether
you choose agency, corporate, or the charitable sector, public relations will allow you to make
a valuable contribution to your organization while building a valuable career for yourself.
While public relations practice in Canada and the United States are often very similar,
this book is proudly Canadian in its approach. In it, you’ll find plenty of Canadian examples
and cases from brands and companies you know.

Acknowledgements
Many thanks to my husband, Dave, and my girls, Trinity and Ava. Working on this book
sometimes required extra effort from them to keep the household going when I was against
a deadline.
Thanks to everyone at Oxford University Press, especially Lauren Wing, who displayed
infinite patience throughout the development process.
Many thanks to my colleagues in the Bachelor of Public Relations program at Humber
College in Toronto, Ontario—Lydia Boyko, Andrea Tavchar, and Dan Schneider—you’ve
always been so generous with your time, resources, and ideas.
Special thanks to my professors in the Master of Communication Management (MCM)
program at McMaster University in Hamilton, Ontario—Alex Sevigny, Terry Flynn, Michael
Meath, Dave Scholz, and Al Seaman—each of you contributed to my development and helped
take my career in a completely different direction.
Many thanks to the following reviewers, along with those who chose to remain anony-
mous, for their useful comments:

Colin Babiuk MacEwan University


Kenneth Bell University of Regina
Gary Fowlie British Columbia Institute of Technology
Colleen Hood Mount Royal University
Tess Laidlaw Mount Saint Vincent University
Veronique Mandal St. Clair College
Evan Potter University of Ottawa
Jackie Westelaken Fanshawe College
— Anne Marie Males
Guided Tour of the Book
Oxford University Press is pleased to present Public Relations, a contemporary introduction to the foundations and chang-
ing landscape of public relations in Canada. This first Canadian edition showcases an outstanding set of features and peda-
gogy guaranteed to spark readers’ interest and promote student learning.

Key Features

142 PART TWO Strategy

Avoid setting Using McGuire’s Hierarchy of Effects for Planning


goals at one While not every public relations program will address all nine of these outcomes, and the
level (e.g., liking) steps do not always happen in the same order, thinking through McGuire’s list (McGuire
when what you and others have offered other steps besides these) can help your planning in a number
and your client of ways. First, the list will help you avoid the mistake of setting goals at one level (e.g.,
really want is liking) when what you and your client really want is effectiveness at a greater level
effectiveness at a (e.g., acting).
greater level (e.g., Second, the list will help you identify specific objectives and tactics and remind you not
acting). to forget any key steps. The remembering step may cue you to include reminder emails or
build an app feature that notifies publics when it’s time to act. When you are evaluating your
efforts, the list may help you diagnose what worked and what didn’t. Maybe your campaign
message was tremendously popular (lots of liking) but led to very low participation. You
Public Relations for
might then review whether people actually understood your key message (comprehending)
and knew how to act (learning). a Canadian Audience
Third, the list serves as a reminder to be realistic about expected outcomes. Let’s say you

Canadian examples, data, practices, and profiles


get your story placed in the Toronto Star and it contains your key messages just how you want
them. Score! According to a recent survey the Toronto Star is read by 1,064,000 people.3 For
simplicity, we might optimistically estimate the following:
provide an essential foundation for any Canadian
• Over one million people are exposed to the message.
• Approximately one-third of those who are exposed pay attention (350,000). student interested in pursuing a career in PR.
• A fifth of those who pay attention are interested enough to read the story (70,000).
impressions A measure
• Most of those who read it understand the key message (53,000).
of the number of people • A third of those who understand the key message acquire the skills you want them to
exposed to a message. (18,000).
• Half of those with the skills agree (8,500).
• One in 10 of those who agree remember (850).
• Half of those who remember finally act on the message
(425).
THE CANADIAN PRESS/Graeme Roy

Convincing 425 people to do something is excellent if you’re leas-


ing airplanes or seeking large donations to a non-profit, but it may
not be as meaningful if you’re selling smoothies or trying to get out
votes for a federal election. And in either case, 425 is a far cry from
the one million impressions—the measure of how many people
were exposed to a message—that you may be tempted to claim as
a metric of success.
Digital media allow for better tracking of steps, as well.
Dozens of different organizations, including For some steps, such as liking and proselytizing, subscrib-
Barrick Gold, Loblaw, RBC , and Aeroplan, ers can gather fairly specific data. Metrics available for online
were mentioned in The Globe and Mail on one video sites like YouTube allow subscribers to see the number of
particular day. 4 unique views, the average view duration, the number of people
What kinds of outcomes might these who shared the material or commented on it, and the content of
organizations expect? those comments. You may find that almost everyone who started

kel29914_ch06_137-162.indd 142 12/14/19 03:47 PM


Guided Tour of the Book xv

310 PART FOUR Contexts

the car companies that have not cheated on emissions tests. Think of all the restaurants that have
not had E. coli outbreaks, or the student groups that maintained membership despite changes in
leadership, or the non-profits that rode out bad slumps in the economy, and so on. In some cases,
alternate models can be used to illustrate what would have happened if a crisis occurred and had
been managed poorly. And this is a happy outcome! Managers, experts, and others with deep
knowledge of an organization and its day-to-day and year-to-year options will appreciate know-
ing they avoided a boycott, illness outbreak, bankruptcy, product recall, lawsuit, embarrassing
media scandal, or any other potential crisis. What’s more important—and this may be the result
of either an issue averted or a crisis that played out all the way—is that evaluation allows you to
learn lessons from experience and develop strategies for the future. Evaluation of how one issue
was managed informs the first efforts of monitoring for the next one.
Strong Coverage of Theory
Crisis Types
Not all crises are preventable, and how organizations respond to crises should depend on the
degree to which people attribute responsibility for the crisis to the organization. Public rela-
Public Relations provides a comprehensive overview of
situational crisis
communication theory
tions scholars Tim Coombs and Sherry Holladay developed one of the most well-researched
and practical theories for crisis management called situational crisis communication theory communication theory, pairing important concepts with hands-
(SCCT). SCCT is a contingency theory because it suggests that how organizations should respond
(SCCT ) Theory that
proposes effective crisis
communication entails
to crises depends on the situation. Coombs defines an organizational crisis as “a significant
threat to organizational operations or reputations that can have negative consequences for
on practice for a complete student learning experience.
choosing and applying stakeholders and/or the organization if not handled properly.”33 When people think that an or-
appropriate response ganization is responsible for a crisis (e.g., Volkswagen), its reputation suffers, and the crisis leads
strategies depending on to more anger, less purchase intent, and greater likelihood of negative word of mouth about the
how much responsibility organization. While issues management focuses on how to prevent organizational crises, crisis
for the crisis is attributed
management deals with how to repair damage and rebuild reputation.34
to the organization by
key publics. Who’s to blame? That is the question at the heart of initial crisis assessment. Researchers have
identified three main groups of crisis types: victim crises, accident crises, and preventable crises.
organizational crisis
A major threat to an
organization’s operations
Victim Crises
or reputation. When publics see the organization as a victim, they assign minimal responsibility for the
crisis to the organization. Natural disasters such as hurricanes, tsunamis, and earthquakes
are prime examples. People outside of an organization can cause victim crises too, such as
cases of sabotage, terrorism, or product tampering.
One of the most famous examples of crisis management in the history of public relations
stemmed from a victim crisis that arose because of product tampering by someone from outside
an organization. In 1982, news broke that six adults and one 12-year-old girl in the Chicago area
had died from cyanide poisoning after taking capsules of Extra-Strength Tylenol.35 Since the bot-
Multimedia and Mobile 251
tles of Tylenol capsules that had been tampered with had come from different production facilities
but were all purchased in the Chicago area, investigators ruled out sabotage or foul play at Tylenol
factories. Police suspected that someone had purchased the bottles from local stores, poisoned the
capsules, and then returned the products to store shelves. The murdererweb
wasadnever
or social video starts playing automatically on
caught.
Tylenol’s parent company Johnson & Johnson cooperated extensivelyyour device in anmedia
with news office,
in library, or classroom? Mute
expressing sympathy and sharing accurate information about both the buttons
crimesgetand
a lot
theoforganiz-
use these days, and descriptive text
ation’s response. At a cost of more than $100 million, Johnson & Johnson quicklybecome
and subtitles pulled more
that much more important.

Images
“Uh oh, we’re being challenged again,” wrote Allen
Hind Bouqartacha/Getty Images

Mireles in an article for Cision. Cision is a public re-


lations and social media software company. Mireles

Reflects the New Era of


kel29914_ch12_296-321.indd 310 12/14/19 04:28 PM
is described on the website as a wordsmith, and her
words convey the anxiety that some writers may feel

Digital and Social Media


as they face the growth of image-based social media.
“That’s right, PR is being nudged away from the famil-
iar comfort of text-based communications to more
visual forms of communications, especially in our
This image was posted on the Dove Instagram account.
digital campaigns.”5 Photo-based platforms of social
Emphasizing new and social
What meaning does the photo convey to you? Now
media have been built, adopted, and grown into central consider that the image was posted with the caption
channels for many public relations efforts. Snapchat, “‘Beauty standards don’t define me.’ Teacher and

media, Public Relations explores


Instagram, and Pinterest wouldn’t exist without aspiring model Meryem shows us that unique is beautiful,
images. And the vast majority of the images shared via and the world is a better place when that’s recognized.”
these platforms wouldn’t exist without mobile devices.
the changing landscape of public
What public relations purpose does the combination of
This isn’t to say that working with images and picture and words serve?
photos is something new to public relations. In their

relations while also providing a classic


1984 text Managing Public Relations, Grunig and Hunt
noted that photos and illustrations “represent a basic form of visual communication used in
each of the four public relations models.”6 (The four models are defined in Chapter 2.) What’s
changed significantly is the technology.
When using photographs or images as public relations tactics, you have three options
foundation, supplying students with
a comprehensive introduction that
for obtaining them:

1. Create them yourself.


2.
3.
Hire a professional to take photos or create original images.
Buy images or obtain permission to use others’ material.
reflects today’s more participatory
Creating Your Own Images communication environment.
98 PART ONE Foundations
Advances in digital camera technology have increased the accessibility of do-it-yourself
photography. Your average smartphone camera can generate image quality that used to be
In Canada, the organization recently organized a petitionreserved
to curb for
theonly those
use of willing to invest heavily in expensive digital cameras. But just be-
glypho-
cause
sate, an ingredient in pesticides, which has been linked to cancer, in the phonefood
Canada’s in your pocket can capture amazing images at very high resolution doesn’t
system.
They have also been involved in campaigns regarding working mean your photos
conditions are automatically
in BC mines, net high enough quality for your organization’s commun-
lobbying Working to neutrality in Canada, and in supporting the Indigenous struggle ication
againstneeds.
fossilFactors to consider in taking photos include lighting, composition, angles,
fuel projects.
influence the decisions of background,
SumOfUs was also instrumental in helping the unanimous passing of Motionand props.
M-151, Yes, social media have widened our latitude for what we accept and
which
government officials on
matters of legislation. proposed solutions on the plastic crisis including a single-useexpect
plasticinban
shared imagery.
that was Hastily snapped selfies, for example, have found a place in our
subse-
quently introduced by the governing Liberal Party of Canada. digital culture. But just as expectations for writing styles vary from one context to another,
government
relations Management
of relationships between Government Agencies
an organization and Organizations of all types practise advocacy, also known as lobbying. Lobbying is the pro-
government officials who
cess through which individuals and groups articulate their interests to federal, provincial, or
formulate and execute
public policy. municipal governments in order to influence public policy or government decision-making.
kel29914_ch10_245_270.indd 251 12/06/19 09:22 PM
Lobbyists may be paid third parties who communicate on behalf of their clients or employees
public affairs of a corporation or organization seeking to influence the government.
Management of policy- Lobbying is regulated in Canada under the Lobbying Act, and anyone lobbying must
focused relationships register with the Office of the Commissioner of Lobbying. The line between lobbying and
between an organization,
government relations (the act of managing the relationship between an organization and
public officials, and their
constituents.
government officials) is sometimes a blurry one; and so, some people who consider them-

An Emphasis on Ethics
selves government relations practitioners will register as lobbyists just to be on the safe side.
corporate social Chapter 11 covers some key regulatory agencies with which public relations practitioners
responsibility should be familiar, and Chapter 2 discusses politics and government as part of the heritage
(CSR) Companies’ and contemporary practice of public relations. One of the primary functions of government

Critical for success in public relations, ethics is explored


commitment of resources public affairs is the dissemination of information to constituents (i.e., public information).
to benefit the welfare
Another key function is advocating for those constituents.
of their workforce,
In this chapter, and throughout the text, we see how the idea of building and maintain-
in dedicated sections included in every chapter, covering
local communities,
society at large, and the ing relationships applies in the public sector. A government agency may be seen as either an
environment. organization or a public, depending on your perspective. In the school board example for
media relations, we saw the public school board as an organization with a
public relations person who was responsible for communicating with news topics such as codes of ethics, transparency, corporate
media and other publics. With the Chicago surfer example, we saw how the
case could be framed with Surfrider Foundation as the organization and
the city park service as a public.
social responsibility, loyalty and diversity, privacy,
THE CANADIAN PRESS/Justin Tang

Ethics: Corporate Social


and conflicts of interest.
Responsibility and Loyalty
Corporate social responsibility (CSR) refers to a company’s commitment
to allocate resources to benefit society and the environment. The contri-
butions may come in the form of financial donations, employee time, or
socially beneficial business practices. While non-profit organizations exist
Ontario doctors recently lobbied the
primarily to make a positive difference in their communities and the natu-
government to outlaw cosmetic eye
tattoos.
ral environment, for-profit businesses and corporations exist primarily to
make money. If they don’t make money, they eventually will not exist at all
In this case, are they acting as an
and cannot benefit anyone.
organization, a public, or both?

kel29914_ch04_080-108.indd 98 12/14/19 05:26 PM


x vi Guided Tour of the Book

300 PART FOUR Contexts

A Crisis Threatens the Future of Maple Issues and Crises 301


Case Study

Leaf Foods: A Classic Study in Crisis


Communication
The company, which was founded in 1927, was a major employer (approximately
Case Studies
and Real-World
302 PART FOUR Contexts
24,000 employees)
The Arthur W. Page Society is a New York–based professionalwith plants around
association the country. On 17 August, the Canadian Food
for senior
Inspection
public relations and corporate communications Agency (and
executives CFIA)educators.
issued a health hazard alert warning the public not to serve
Like the
or consume
Code Sure Slice (a Maple Leaf brand)the roast beef and corned beef because they

Examples
CPRS ’s (Canadian Public Relations Society’s) of Professional Standards,
may be“Page
Page Society has a set of guidelines for practice. contaminated with Listeria
Society members regardmonocytogenes.
these
8

As The Globe and Mail columnist Tony Wilson pointed out, Maple Leaf’s decisive
principles as the guidelines by which they, andWhile
indeedsome organizations seem
all communications unsure of how to proceed when faced with a
profession-
crisis, Maple Leaf took quick and decisive action. Josh Greenberg wrote the following actions following the crisis likely saved the company:
als, should undertake their role.”6
One of the seven principles is “conductin an article
public exploring
relations as ifthe
thecrisis:
whole enterprise First, it admitted it was the company’s fault. It admitted it was responsible. It

Dedicated “Case
depends on it”; one of the best modern-day illustrations of this principle in action is said, in essence, “it’s our fault and we’re going to fix it.” Second, Maple Leaf
The Maple Leaf Foods listeriosis outbreak is significant not only because of
the 2008 case of Maple Leaf Foods and how the organization handled the communi- apologized. It wasn’t “wordsmithed” or spin-doctored to deny culpability. The
the health and economic impacts, but also because of how the company com-
cations surrounding the incident. company didn’t dodge the issue. It apologized up front in every possible media.
municated in its response. In contrast to organizations that have confronted
In August 2008, Maple Leaf Foods was facing a major crisis. Listeria had been found
crisis situations by avoiding and displacing blame, or keeping silent and main-
in some of their food products, specifically cold cuts, and people were getting sick and
taining a low profile, Maple Leaf opted for a strategy of high visibility. 9
Third, it didn’t hire a celebrity to deliver the apology, or a blonde actress with
very white teeth wearing a lab coat. CEO Michael McCain was the voice and
Study” boxes
dying.7 By the time the crisis was over, 22 deaths would be attributed to the contam-

found in each
the face of the crisis, and of the apology. Fourth, once Maple Leaf realized the
inated products, and Maple Leaf Foods had aMaple major Leaf
crisispresident
of confidence on its hands.
and CEO Michael H. McCain was front and centre through- problem was the company’s fault, it acted decisively, and transparently.11
How could Canadian consumers ever feel safe buying roast beef, corned beef, and other
out the crisis. Following the news of the first death, a camera crew was summoned to
cold cuts for their families knowing Maple Leaf products had caused a number of deaths?

chapter—featuring
Maple Leaf’s offices where the president recorded a statement that was aired on all The company’s response has been lauded as a textbook example of how to handle
major broadcast media (at Maple Leaf’s expense) and was widely viewed on YouTube. a crisis by public relations professionals and the media. Toronto-based PR firm Veritas
The full text of McCain’s statement is below: described it as a bold, breathtaking communications play, and Peter Lapinskie of the

companies such as
Daily Observer in Pembroke, Ontario, said, “(McCain’s) candour at a time when his
My name is Michael McCain. As you may know listeria was found in some of contemporaries would have scurried behind spin doctors and legal eagles was a re-
our products. Even though listeria is bacteria commonly found in many foods freshing way to address a potentially devastating mistake. I actually trust the man!”12

Maple Leaf Foods


and in the environment, we work diligently to eliminate it. A few months after the crisis began, Michael McCain was named business news-
maker of 2008 by Canadian Press based on his effective handling of the situation.
Photo by Deborah Baic/The Globe and Mail via CP Images

When listeria was discovered in the product, we launched immediate recalls


“Conduct public relations as if the whole enterprise depends on it” is one of the seven

and Coca-Cola,
to get it off the shelf, then we shut the plant down. Tragically, our products
principles espoused by the Arthur Page Society.
have been linked to illnesses and loss of life. To Canadians who are ill and
to families who have lost loved ones, I offer my deepest sympathies. Words
cannot begin to express our sadness for your pain.

Maple Leaf Foods is 23,000 people who live in a culture of food safety. We
and topics such as
have an unwavering commitment to keeping your food safe with standards
well beyond regulatory requirements. publicity stunts,
But this week, our best efforts failed and we are deeply sorry. This is the
toughest situation we have faced in 100 years as a company. We know this net neutrality, and
has shaken your confidence in us; I commit to you that our actions are guided
by putting your interests first.10
Maple Leaf Foods CEO Michael McCain was widely praised for how his company the Barcelona
handled the crisis. Maple Leaf’s actions following the discovery of listeriosis were not limited to a
single video
Can you think of other examples of crises that statement.
were They communicated openly to stakeholders through the media
well handled?
and directly through online tools, they recalled hundreds of products from the affected
Pure
Advocacy
Pure
Accommodation
Principles—
demonstrate real-
plant (not just those found to be contaminated), they shut down and cleaned the plant,
and they hired their own food safety inspector.

life public relations


Continued

applications of core
kel29914_ch12_296-321.indd 300 12/14/19 04:28 PM

FIGURE 12.1 Continuum of options for managing issues and conflict, according to
contingency theory.

kel29914_ch12_296-321.indd 301
Are there situations when pure advocacy or pure accommodation might be
appropriate, or are these merely theoretical constructs?
12/14/19 04:28 PM
concepts found in
each chapter.
kel29914_ch12_296_321.indd 302 12/06/19 07:21 PM

180 PART TWO Strategy

Implementation 181

Voices from the Field


report, “The Great Canadian Skills Mismatch,” examin- The fact that the Canadian PR industry is beginning
Jefferson Darrell ing population growth from Canadian census data, by to have the diversity, equity, and inclusion discussion is
2031 Canada will have an overall worker shortage of 1.9 a major step in the right direction. However, we must
Image courtesy of Jefferson Darrell
million people. The ICA diversity study reports that “the move beyond what promises to be difficult discussions
Jefferson Darrell is an accomplished marketing commu- Canadianteams
the senior management population
on PR isagency
undergoing a profound transfor-
websites. and transactional “fixes” (e.g., multicultural lunches) to
nications professional with more than 15 years of brand mation”ofwith
Many of my colleagues colourvisible
and Iminorities
discuss our more than doubling from
experi- actual action with companies making transformative
strategy expertise, generating earned and owned media ences and which11.6 per cent
Canadian PRinagencies
1996 toare 22.7notper cent in 2006 and this
friendly changes (e.g., policies and procedures) to initiating pro-
using both traditional and digital channels. He is highly ef- will continue in a “steep and upward trend.”
for people of colour. grams to hire, retain, and promote historically underrep-

Voices from the


fective in stakeholder relations, negotiating, and conceiving When we look at recent
For a true measurement of how diverse the public marketing and public relations resented candidates.
and cultivating mutually beneficial partnerships. Having gaffes
relations industry is at from major
all levels webrands,
need toconsumers
incorporateare reacting with
worked on numerous integrated marketing campaigns on data collection. negative
I have been sentiments
lobbying and/or
both closing their wallets. Many of
the Toronto How important is it for young practitioners to find

Field: Q&As with


both the agency and client side, Jefferson brings a broad chapter of the these gaffes could
International easily haveofbeen
Association avoided had there been
Business mentors within the industry?
understanding of the entire marketing mix to every project. Communicators more(IABCdiversity
) and theatCPRS the decision-making
to incorporate di- table. These gaffes It is extremely important. For me, I didn’t see people who
have metrics
affectedwith stocktheir
prices. The market has even seen stock look like me in senior roles in the PR industry. Sadly, I still

Public Relations
In the diversity and inclusion space, Jefferson has been versity and inclusion annual member-
instrumental in educating and lobbying for diversity and pricesdata
ship surveys to have rise when companies
to learn just how “do the right
diverse thething” in the name don’t see many similar faces in Canada. This is one of the
inclusion in the marketing communications industry under public relations of diversityreally
industry and inclusion. I call this
is in Canada. My“woke
chal- marketing.” reasons I go out of my way to mentor young practitioners.

Professionals
his consultancy Breakfast Culture. He has delivered nu- lenge to Canadian PR agencies: does your workforce, at
merous talks and sat on panels about the importance of di- As the
all levels, represent an demographics
industry, do you think we’re
of Canada and the making progress In public relations we often talk about the importance
versity and inclusion. He has been an active participant in markets where you on the diversity front?
operate? of truth and authenticity. How does diversity fit in
diversity and inclusion conferences including the Institute of For me that is a loaded question. As a person who is with those concepts?
Communications Agencies’ (ICA’s) IDEA Summit (Inclusivity,
Diversity and Equity in Advertising), P World’s Global PR
Why do you think senior in hisrelations
public
cannotpopulation?
diversity of Canada’s
career and has hitreflect
doesn’t a glasstheceiling, the progress
happen fast enough. One thing I have learned on
Diversity fits in completely with this concept. If a
person can bring their authentic self to work they will Public Relations offers
“Voices from the Field”
Summit, the Advertising Club of Toronto, the Canadian Public As a society we my likeown diversity
to believe thatand inclusion
Canada is ajourney is that this will take
meritoc- be more productive. For example, all of the energy
Relations Society, the Canadian Association of Science racy, but we are time. Canada isdiscrimination
not. Systemic years behindplays the United
a tre- States on the di- that goes into “staying in the closet” if one is LGBTQ +,
Centres, and Canada’s first-ever White Privilege Conference mendous role in versity
who gets andhired,
inclusion front.and
retained, Many of the top PR firms in the
promoted. or “code-switching” if one is racialized, or constantly
at Ryerson University. He believes Peter Drucker’s famous
quote: “Culture eats strategy for breakfast,” and challenges
There are systemicUS issues,
have senior
who focus
prejudices that prevent
company
people
managers
and human
on diversity
andbias
and inclusion
from excelling
C-suite
and level executives
duringinthetheir firms. Many of
fighting to be heard and taken seriously if one is a
woman, is energy that could and should be put to-
boxes in each chapter,
today’s marketers to “break some eggs!” hiring, promotion,these successful
and retention
for diversity
mask their bias and prejudicesand
organizations
process.
inclusion
under
Companies incorporate
in their
the guise
often accountability
KPIs (Key Performance
of “cultural
wards business goals. If an employee is permitted to
live their authentic self at work and be an individual yet featuring interviews with
practitioners from across
Canada is one of the most ethnically diverse countries fit.” Look around Indicators)
the boardroom that tables
are tiedandtosee
executive
who “fits”bonuses and com- also belong to a unique group, just imagine the possi-
in the world—do you see that diversity reflected in and who doesn’t.pensation,
In diversityandand inclusion
many theory
of them we call the financial re-
are reaping bilities. Let’s break some eggs!
public relations practitioners? this “insider–outsider
wardsdynamics.”
of diversityAgain, data collection
and inclusion in their firms.
Agreed. Canada is a very ethnically diverse country.
Anecdotally, one does see lots of diversity in terms of
that not only looks at demographics but also questions the
barriers faced by employees who may be different from the
Canada who offer students
people studying and employed in the public relations (PR)
industry at the junior and intermediate levels. Currently,
“insider group” will help to shed some light on this issue.
direct advice and insights
that diversity clearly stops at the senior management How do you make the business case for diversity in
levels. Many agencies have homogenous management public relations? However, there is a debate about whether a cabinet that truly reflects Canada’s ethnic di- from a range of public
teams that are primarily Caucasian and, in many cases, There are numerous
versityways. Just about
is necessary every manage-
or achievable. “A cabinet that includes no one of Italian or Chinese origin,
primarily male in a female-dominated industry. Again,
this is anecdotally from observation when one looks at
ment consultanta cabinet
about the business
organization
case
about
withouthas
1.4for diversity.
per
published
Arabs, a cabinetawithout
In Rick
cent of the Miner’s
Canadian
paper a single black person—while Sikhs (who comprise
2014
population) hold four cabinet posts—is not a true portrait
relations careers.
of Canada. Not that I mind,” wrote The Globe and Mail columnist Lysiane Gagnon. “The last
thing a modern government needs is a cabinet that would reflect the exact ethnic makeup of
the population. That’s because it’s impossible to achieve: Ministers are chosen from a caucus
that results from the vagaries of politics and doesn’t correspond to demographic reality.”26

kel29914_ch07_163-185.indd 180 12/14/19 03:50 PM

kel29914_ch07_163_185.indd 181 12/12/19 06:21 AM


Guided Tour of the Book x vii

Careers 353

Public Relations Careers Sports PR


Manager, In-Game Communications
For a die-hard hockey fan, this may seem like a dream job, but it would be a tough one to land and
maybe even tougher to succeed. Would you be ready for it?

JOB TITLE • Monitor trending topics and relay information to other


Manager, In-Game Communications, NHL members of the Communications team and/or League
executives, as necessary.
JOB DESCRIPTION
The Manager, In-Game Communications is a versatile QUALIFICATIONS
Public Relations Career Boxes
writer who leads the NHL’s In-Game Communications • Proficient writer and editor who can work under tight
team in bringing to life the facts, figures, and story lines deadline pressure in a fast-paced environment Chapter 14, Careers, features sample public relations
from more than 1,300 games each season. The Manager • Excellent oral communication and interpersonal skills
is responsible for guiding storytelling and research, lead-
ing and assisting a group of writers, and communicating
• A strong understanding of the League’s rule book and
a passion for hockey
job titles, descriptions, duties, and qualifications —
relevant information to media, Rightsholders, Member
Clubs, League executives, and fans in real time during
• Exhibit excellent attention to detail
• Experience with Adobe Photoshop or equivalent con-
including spotlights on the BC Children’s Hospital, the
NHL , the Government of Saskatchewan, and PANDORA
all games. sidered an asset
• Successful completion of post-secondary education
in a relevant discipline
SAMPLE DUTIES AND RESPONSIBILITIES
• Identify storylines and lead the writing, research, and • 3-5 years demonstrable experience working in a sim- Canada—giving students insight into a range of PR
ilar capacity at a Club or League level or in another
career possibilities. Discussion questions encourage
editing of the NHL Morning Skate, a daily publication
that pulls together the NHL’s top editorial moments fast-paced, live environment
and highlights in a succinct, compelling manner • Understanding of and aptitude for social media, with
• Use a deep knowledge of hockey to guide in-game an emphasis on Twitter and Instagram
students to think of major daily responsibilities and
storytelling in real-time and act as the lead for all
in-game communications from the public relations
team
DISCUSSION QUESTIONS
How would you demonstrate an aptitude for social media?
challenges associated with each job.
• Actively contribute to real-time coverage and end-of- Which specific publics would you work with as part of
night publications while leading 3-5 team members. the job?

Many political candidates and organizations hire agencies that specialize in political
communication. If you’re fired up about a candidate or a political cause, or if you think of
yourself as a policy wonk and want to make a difference in the technical details of how gov-
ernment operates, political public relations may be for you.

Financial and Entrepreneurial


Financial public relations deals with investor relations, financial media relations, and dis-
closures of financial information, as discussed in Chapter 4 on relationship management.
Employers range from Canada’s banks, to large publicly held companies like Berkshire

kel29914_ch14_344-369.indd 353 12/14/19 04:34 PM

Legal 273

When you entered the field of public relations ( PR), did you ever think that
you would need to understand the law? Probably not, right? You might even think it is odd A Dedicated Chapter
on Canadian Law
that this textbook has an entire chapter dedicated to the law. The law and PR, however, are
heavily intertwined. One of the most important relationships a PR professional can make is
with a lawyer. For the most part, PR professionals and lawyers are dependent on one another
in the industry, and no public relations professional should attempt to be his or her own
lawyer.1
In order for PR professionals to be successful in their everyday tasks, there is a need for
A chapter on Canadian
day-to-day legal consultation.2 According to The Contentious Relationship between PR and
Legal, the relationship between a PR professional and a lawyer sometimes requires balance.
law features key
During a crisis, public relations professionals might disagree with their legal team, but “both
PR and legal want the organization to make it through a crisis with its reputation and ability information on the
Canadian Charter of
to continue to do business intact.”3 Therefore, having PR and legal working together is in an
organization’s best interest.

Legal You may be thinking, when did PR and legal become a team? This partnership has become
increasingly important given the fast-paced rate at which technology has developed. The in-
creasing speed at which we can communicate globally has changed immensely, and now the
Rights and Freedoms,
Chapter contributed by Rachel Bellotti, lawyer and part-time professor atamount of timeCollege
the Humber a company or person has to deal with a crisis has been significantly reduced.
Accordingly, the relationship between a PR professional and legal counsel has changed when
CRTC policy, various official
Institute of Technology and Advanced Learning
it comes to working together to solve issues.4 There is a higher demand for them to work to-
gether faster and more efficiently. It’s a safe guess that in almost every relationship in which Canadian guidelines and
codes of ethics, as well as
a PR professional and lawyer is concerned, a legal question of some kind will be at the core.5
At its core, practising law is no different than Consider these statements: you can win in court, but lose in the eyes of the public, or,

professional public relations practice. Both fields seek


conversely, you can lose in court, but win in the eyes of the public. Which predicament would
you rather be in? Although a PR professional might think it is best to win in the eyes of the discussion of Canadian
to address issues, target an audience, and cultivate a public—as protecting image is paramount—imagine what would happen if you lost in court.
Losing in court could seriously damage the reputation of a corporate client and ruin the
defamation, libel,
message that results in a positive outcome. client’s balance sheet, which could potentially lead to declaring bankruptcy and dissolving
the company as a whole.6 Therefore, think again if you answered “winning in the eyes of the
public,” as legal ramifications can easily destroy a company. copyright, and freedom of
information law, providing
As a PR professional, there are many legal concepts that you will come across in your
Key learning outcomes daily practice. For example, consider the following:

11.1 Discuss why it is important to always run your work by in-house counsel• or
11.2 Describe any limits to free speech, including libel and slander.
legal counsel.
Defamation: Whom can you sue? Can you sue someone who tweets something mean students with crucial
about you? What about if they tweet something bad about someone you know? What
11.3 Describe the common types of intellectual property and the ways in which
protected.
if they
you retweet
are something that someone else initiated?
• Copyright: Can you use an image exclusively?
knowledge for successfully
11.4 Identify where privacy comes into play in the role of public relations.
• Business regulations: If you find out information about a stock tip, are you able to share
it with your friend? What if only you act on it? navigating the legal
11.5 Identify and discuss agencies that guide and regulate public relations professionals.
sphere of public relations.
• Privacy: If you come across interesting information about a co-worker, are you able to
11.6 Analyze ethical dilemmas public relations professionals face and what organization is in
share that information?
place to help guide a PR professional.
These are just a few examples of what PR professionals may deal with in the course of
ambassador806/iStock
their jobs. Many of these legal issues are based on laws legislated by municipal, provincial, or
federal governments and are enforced by regulators and agencies. This chapter is to help you
gain awareness of how important it is to cultivate a relationship with a lawyer.

kel29914_ch11_271-295.indd 272 12/14/19 04:26 PM

kel29914_ch11_271_295.indd 273 12/06/19 09:15 PM


xviii Guided Tour of the Book

Multimedia and Mobile 267

just like that. With Apple Watch, important information and essential features are
always just a raise of the wrist away.34

Media ethicists Jay Black and Chris Roberts frame privacy issues as questions of com- 268 PART THREE Tactics
peting values. We weigh the value of privacy with the values of information, entertainment,
and convenience. “The bottom line,” they write, “is that while a great deal of information
about millions of us is conveniently and centrally available for a multitude of uses, do we
want corporations and government to know this much about us?”35 Your answer may depend Summary
on how much you trust the organizations.
10.1 Identify sources for multimedia elements such as writing, images, audio, and video.
Apple CEO Tim Cook was quite focused on this issue in a speech he gave at the Electronic

Extensive
Advances in computer technology—particularly mobile devices—have made the production
Privacy Information Center (EPIC) in 2015: “Like many of you, we at Apple reject the idea and playback of all sorts of multimedia far more accessible and widespread. Content for
that our customers should have to make trade-offs between privacy and security,” Cook multimedia can be attained in three major ways: create it yourself, hire a professional, or
opened. He criticized tech companies that lull “their customers into complacency about their purchase or otherwise obtain permission to use others’ material.
personal information.”36 He went on to discuss ways that Apple lets its consumers control
their information, as well as the company’s efforts to keep the information private using
encryption.
10.2 Analyze how different components of multimedia are integrated for effective communi-
cation in public relations.
Pedagogical
Features
The key to good multimedia is understanding the various elements and how they work to-
As publics, we make decisions every day about which organizations we trust with our gether to enhance users’ experiences. Images, audio, and video can be presented with or
personal information. Organizations have to earn that trust—not just with speeches but with without text. Text can be written to invite, explain, or otherwise support other elements of
everyday management. When ethical public relations is part of an organization’s manage- multimedia. At other times, words are foremost, and sounds, images, video, and animation
ment function, organizations must take safeguarding confidences and protecting the privacy play the supporting role for the text. One of the main benefits of multimedia is that they allow

A wealth of pedagogical
of their publics seriously. an efficiency of communication, as producers can artfully combine elements for the best
user experiences across a wide variety of social and mobile contexts.

features—including
10.3 Assess the strategic value of mobile tactics.
The evaluation of mobile tactics requires examining how well the tactics achieve objectives
and goals as part of strategies to advance the organization’s mission and its relationships

key learning outcomes,


with key publics. Key dimensions to consider include the degree to which mobile tactics are
social, personal, local, and snackable.

In Case You Missed It


glossaries, summaries,
10.4 Discuss how publics’ uses and gratifications of mobile media may help drive public rela-
tions strategy.
Social media platforms are increasingly from real people and the video is part of a Major uses and gratifications of mobile media include relationships, information, diversion
designed for mobile use and multimedia larger strategy of two-way communication.

discussion questions,
and amusement, and participation. Mobile media also offer excellent opportunities to obtain
content. Multimedia and mobile commun- • Mobile video services like Periscope feedback from publics. Research should be conducted to understand publics from their
ication are changing the very nature of and Facebook Live enable you to open perspectives.

further reading, and key


your organization to more publics via social
interpersonal communication as well as
media by live-streaming events like press 10.5 Apply privacy as an ethical value to consider in handling data gleaned from mobile media.
communication between organizations
conferences and live public forums. In exchange for information, entertainment, and convenience, mobile media users entrust
and publics on social media. Here are a

terms—enhance student
• In planning for social media, consider how organizations with tremendous amounts of private information. Safeguarding confidences
few takeaways from this chapter. you will reach followers, fans, and subscrib- and protecting privacy are key ethical values that public relations professionals and their
ers but also how they will reach back and organizations must honour, if they are going to maintain public trust.
• If you add a decent external microphone to

comprehension and provide


how they will share content with one another.
your smartphone or camera, you can no-
ticeably improve the quality of audio that
• In developing strategy for mobile media,
consider asking what people are doing with Discussion Questions
easy navigation of concepts.
you capture. mobile media instead of what mobile media 1. Think about the best paper or essay you have ever written. Now suppose you were asked to
• Publics may prefer non-professionally pro- will do to people. publish it online. What kind of images or other multimedia elements would you add? Identify
duced video, if it means they get to hear
at least two elements and explain how you would produce them or get permission to do so, if
someone else produced them.
2. Identify a news story posted online by a reputable news organization and track that story to
one of its public relations sources that supplied original multimedia elements (e.g., images,
video, audio, animations). What characteristics of multimedia elements helped the story get
selected for publication by the news organization?
3. How have you used mobile media to communicate with an organization? What were your
“uses and gratifications”? What were the organization’s objectives? Why was (or wasn’t) their
strategy effective?

kel29914_ch10_245-270.indd 267 12/14/19 04:24 PM

kel29914_ch10_245_270.indd 268 12/06/19 09:22 PM

Resources for Instructors and Students

Online Supplements
Consumer Behaviour is supported by an outstanding array of ancillary materials for both instructors and students, all avail-
able in the book’s Ancillaries Resource Centre (ARC).

For Instructors
• An instructor’s manual includes chapter overviews, outlines, learning objectives, key terms, and class activities, as
well as summaries and discussion activities connected to each case study found in the text.
• A test bank provides a comprehensive set of multiple choice, short answer, and essay questions to assess students’
skills.
• PowerPoint slides summarize key points from each chapter.

For Students
A student study guide includes chapter overviews, flashcards, multiple choice questions, activities, and a list of articles and
additional readings to enhance students’ understanding of key consumer behaviour concepts.
PART ONE
Foundations
Principled Public Relations

Public Relations Models through the Ages

Convergence and Integrated Communication

Relationship Management
1
Principled Public
Relations
“A little bird told me . . . .” What kinds of disclosure
issues arise when a public relations professional is
asked to tweet for a client?

Key learning outcomes


1.1 Define public relations in terms of organizations, publics, and the relationships between them.
1.2 Explain how public relations can serve as a management function.
1.3 Recognize key principles and values for ethical conduct in public relations.
1.4 Understand the importance of ethics in public relations.
1.5 Apply systematic ethical decision-making for public relations.
1.6 Identify international professional associations and become familiar with codes of ethics.
Principled Public Relations 3

Engagement. Conversation. Influence. Transparency. Trust. These concepts


pepper workshops, seminars, articles, and online discussions of what social and digital com-
munication technologies mean for public relations. While essential for professional practice
today, these concepts have been at the heart of good public relations long before Facebook,
Twitter, and Snapchat.
This chapter introduces classic definitions of public relations as well as a modern de-
scription crowdsourced by the Canadian Public Relations Society (CPRS). By and large the
crowdsourced, social-media–era definition matches the classics that have been used in the
teaching and practice of public relations for decades. While keywords like publics, organiza-
tions, communication, and relationships may not be buzzworthy, they have stood the test of
time as key components in any sound definition of public relations. publics Groups of people
with shared interests. An
organization’s publics
Defining Public Relations either have an effect
on the organization,
Publics—it’s not a term you hear every day outside of public relations classrooms and strat- are affected by the
egy meetings. We’re all familiar with the word public, of course—it is most commonly used organization, or both.
in front of other words like library, transit, and opinion, and in that context we know that it
means everyone. Publics, which is plural of the term public, refers to a subset of public—in general public A non-
specific term that can
other words, not everyone. In public relations, publics are groups of people with shared in-
refer to everyone in the
terests related to organizations, and there are many different ways to define those publics. world.
General public—now here’s a term you probably do hear every day. How is the general
public responding to today’s news events? What’s the best way to get our message out to organization A group
the general public? Can we engage the general public on this issue? The first two questions of people organized in
are nearly impossible to answer, and the answer to the third question is probably “no.” pursuit of a mission,
including businesses,
That is the problem with the general public. In many cases the general public doesn’t help
non-profits, NGOs,
us with strategy, and it doesn’t help us identify any specific people with whom we want to clubs, churches, unions,
communicate. schools, teams, and
Engaging in public relations means communicating with people who are part of spe- government agencies.
cific groups with specific interests. Some of these publics are groups that have an effect on
the organizations for which we work. These include large corporations; small businesses; non-governmental
non-profits; schools; government agencies; non-governmental organizations (NGOs) organ­ organization (NGO) A
group of people
ized at the local, national, or international level; and even clubs and student groups—pretty
organized at the local,
much any group of people organized to pursue a mission. Other publics are people who are national, or international
affected by our organizations. Most publics fit both criteria in that the influence is mutual. level, often serving
The Canadian Red Cross (organization) tweets out tips to help residents before, during, humanitarian functions
and after a flood in British Columbia. That’s public relations. Representatives of a CPRS and encouraging
political participation.
chapter (organization) make an announcement in an introductory communications class
NGOs can be large and
to recruit new members (public). That’s public relations. Visit Florida, the state’s official involved in international
tourism marketing corporation (organization), posts photos and videos to its “Visit Florida” development work
Facebook page and interacts with commenters (public) on the page. That’s public relations. such as CARE Canada
George Weston Limited (organization) posts a news release announcing its quarterly finan- or Médecins Sans
cial results and hosts a live conference call and webcast for investors (public) in order to Frontières / Doctors
Without Borders Canada,
satisfy Ontario Securities Commission (OSC—yet another public) regulations. That’s public
or can be focused on a
relations too. Notice that in none of these cases have the organizations set out to engage specific region or concern
the general public. Instead, British Columbia flood victims, new communication majors, such as the Yukon
Facebook commenters, investors, and the OSC are identified as specific publics. Conservation Society.
4 PART ONE Foundations

Image appears with permission of Tim Hortons

Tim Hortons’ online communication tools include their website, Twitter, Facebook, and
Snapchat.
Are you part of one of Tim Hortons’ publics? How could they communicate with you?

public relations
The labels for publics and organizations are sometimes interchangeable. If executives
Management of from Enbridge Inc. (organization) organize a public meeting for British Columbia resi-
communication between dents (public) to discuss a proposed pipeline project, that’s public relations. And if residents
an organization and its then organize a coalition (organization) to oppose the pipeline (public), that’s still public
publics, or the strategic relations.
communication process
Completing a full definition of public relations requires more than just identifying
that builds mutually
beneficial relationships organizations and publics. We still have to understand the second part of the term public
between organizations ­relations—the relations.
and their publics.

Textbook Definitions
Perhaps the most commonly cited definition of public relations is the one written by
James Grunig and Todd Hunt in their classic 1984 public relations text Managing Public
To define public
Relations: “the management of communication between an organization and its publics.”1
relations, consider
There’s a lot to this business of managing communication, which is why so many other
organizations,
definitions of public relations abound. Another classic definition from another classic
publics, and the
public relations text, Cutlip and Center’s Effective Public Relations, defines public relations
relations between
as “the management function that establishes and maintains mutually beneficial relation-
them.
ships between an organization and the publics on whom its success or failure depends.”2
Naturally, people are wary, even skeptical, of textbook definitions. Ask people outside
of the field of public relations what public relations is and you’ll get quite different answers.
Principled Public Relations 5

Newfoundland Power uses a section of its website, including an interactive map, to


report on current power outages.
Who are Newfoundland Power’s key publics?

As an experiment, ask your family and friends to define public relations. Students who have
undertaken this project in the past typically hear things like this:

“It’s about the media and getting publicity.”


“Honestly, I don’t know. I know you’re taking it in school but I don’t really know
what it is except there’s a lot of writing.”
“Damage control.”
“Spin.”
“You organize events and go to trade shows.”
“You have to be good with people.”
“It means you’re the spokesperson for a company.”
“Scandal!”

ABC ’s Scandal is one of several television shows that features “PR” agents as key char-
acters. Olivia Pope, the protagonist of ABC ’s hit political drama, is a former White House
communication director who runs her own Washington, DC, crisis consulting firm. She
“fixes” all sorts of political crises with clever deception and slick execution. Actress Kerry
6 PART ONE Foundations

Washington, who plays Pope on the show, describes the character as glamorous but seriously
flawed. “She’s an entrepreneur, she’s very smart, she has an amazing closet, and those are all
things that I think are worthy of admiration,” says Washington. “But she is nobody’s role
model.”3
So what do we make of this disconnect between public relations as professors and pro-
fessionals want to define it and public relations as Scandal viewers, students, critical blog-
gers, our parents, and so many others see it? It is tempting to just ditch the name and call it
something else. Many organizations have done that, or they have never called the function
public relations in the first place. Instead, they have departments of public affairs, corpor­
Kathy Hutchins/Shutterstock.com

ate communications, community relations, and so on. The Government of Canada uses
83 different job titles to describe public relations and communications jobs including the
following:4

• assistant press secretary • officer, public relations


• author’s agent • press agent
• book publicist • press secretary
TV shows like Scandal, • communications adviser • press secretary, public relations
which features Kerry • communications consultant • public affairs officer
Washington as • communications expert • public affairs officer—military
crisis management • communications officer • public relations agent
consultant Olivia • communications specialist • public relations consultant
Pope, present an • community information officer • public relations co-ordinator
entertaining view • co-ordinator, information service • public relations officer
of “PR .”
• co-ordinator, media relations • public relations practitioner
What messages do • fundraising campaign consultant • public relations representative
shows like this send • information co-ordinator • public relations specialist
about the field of • information officer • publicist
public relations?
• media co-ordinator • publicity agent
• media events co-ordinator • publicity co-ordinator
• media relations co-ordinator • publicity information officer
• media relations officer • spokesperson
• museum education officer • tourism information officer

Specialized Areas of Public Relations


One possible explanation for the confusion around the definition of public relations
might have to do with the wide variety of functions that may fall under the public re-
lations umbrella. Two practitioners, both with the title “communications officer,” may
have jobs that are so different that it’s hard to image that they are both in the same
profession. One may spend most of his or her day dealing with the media, while the
other writes speeches for the CEO and looks after employee communications. One may
organize special events, while the other spends most of his or her day on social media.
The variety is almost endless. The following specialized areas of practice are also part of
modern public relations.
Exploring the Variety of Random
Documents with Different Content
window of the door. He peered into the dimly lighted
hall. The guard was gone. Now the cries became louder.

“Chuba! Can you make out what’s being said?”

Chuba came to the door. He put his head close to the


bars.

“Fire! Much shoutings of fire. Fire in kitchen!”

In the kitchen. Where the grandson served as a cook.


This must be it!

Moments passed. Heavy footsteps were heard in the


hall. Biff, his uncle, and Chuba crowded toward the door.
Only the Ancient One remained where he was, seated
on the far wall bench. He sat quietly, waiting.

The sound of running feet came nearer. A figure skidded


to a stop by their door. Behind this figure stood what
was certainly the biggest Chinese in all the Orient.

The key turned. The grandson came in. Behind him


came the giant. Under an almost concealing broad-
brimmed hat, the “Oriental” was grinning widely.

“Muscles! How did you get here?” Biff and Charlie shot
the question at their friend in the same breath.

“No time for an answer now. We got to make with the


feet. There’s enough excitement in the kitchen now to
cover our escape.”

The grandson was at the side of the Ancient One. He


helped him to his feet.

“Hold it,” Muscles called out. “Let me see if the coast is


clear.” He leaned out the door. “Looks okay—oh-oh—
hold it. A guard’s coming along. I’ll take him.”

And he did. As the guard reached the door, Muscle’s 173


huge arm snaked out. He grabbed the guard by the
collar and lifted him by one hand into the room. With
his other hand, he struck the guard a chopping blow,
and the guard went limp without uttering a sound.
Charlie Keene caught him as he slumped over.

“Stack him in the corner, Charlie. Might be another one


coming along.”

Muscles was right. Another guard came trotting down


the hall and received the same treatment.

“Two down—how many to go?” Muscles was enjoying


himself.

“More guards coming,” Chuba whispered excitedly.

“Two of them this time,” Muscles said. “Makes a more


even match.”

The giant mechanic waited until the two were in the


corridor a pace beyond the door. He jerked the door
open, pounced on the two guards, and in a swooping
motion, cracked their heads together. He dragged them
into the room.

“Muscles, look, let’s put these four on the benches.


Anybody looking in will think it’s us sleeping,” Biff
suggested in a whisper.

“Smart,” Uncle Charlie agreed, nodding. The


unconscious guards were carefully posed as drowsy
prisoners. Chuba had taken a position just outside the
door as this was being done.
“No more guards coming,” he called softly.

The four prisoners left their cell. Muscles motioned to


the grandson for the keys. He turned the lock.

“Don’t know whether you’d call that a fair exchange,” he 174


said, “but it’s an even one.”

“Come. We must lose no more time.” The grandson took


the lead. The others followed. They passed through the
room where Ping Lu had held court. A door on the other
side of the room led to another corridor, this one
narrower and shorter.

“Hope he knows where he’s going,” Biff said.

“He ought to. This used to be his home. He grew up


here,” Muscles replied.

At the end of the corridor, their path was blocked by


another door. The grandson tried it. It wouldn’t yield.

“No keys,” he said.

“Okay then, stand back.” Muscles took six steps away


from the door. Then, with a bull-like charge, he hurtled
his powerful body against it. The door sprang from its
hinges, fell flat on the ground outside, with Muscles
sprawling on top of it.

It took only seconds to reach the stone wall. The


Ancient One was helped over. Biff turned as he crossed
the wall. One end of the house was ablaze. Figures
could be seen running frantically around, casting weird,
dancing shadows.

As Biff watched, he saw four men leave the light of the


blaze and come on a run to the place in the wall they
had just crossed.

“Hurry,” Biff shouted. “They’re after us.”

175
CHAPTER XXII
Hong Kong and Points East

The party moved swiftly through the night. The


grandson never hesitated. He knew every bend and turn
in the path. Suddenly he stopped.

“We must rest a few minutes,” he said. “Honorable


grandfather is old. He cannot stand this pace.”

“But we’ve got to keep going,” Biff insisted. “I saw four


men leave the fire and come after us.”

“Fear not, my friend. I think I know who they are. But


stay here, I’ll go back down the path and make certain,”
the “cook” said.

The grandson vanished in the night. Biff felt sure that


any moment the party would be jumped by pursuing
guards. Then he heard voices. The grandson came
back, followed by four men.

“My brothers and cousins,” the grandson said. “They are


more grandsons of the Old Lord. One of them is brother
to your friend Ling Tang.”

Muscles stepped into the group. “Sure, I know these 176


guys. They’re okay. These are real members of the
House of Kwang. I made that double-crosser Chan Li
take me to them. We worked out the whole escape.
This fellow,” Muscles pointed to the grandson-servant,
“he started the whole thing. Set the kitchen on fire.
Then he grabbed the keys, and led me to your room.
The others stayed back to watch the guards. Held some
of them back all right. Must have been more than
twenty on duty.”

“We can go on now,” the grandson said quietly. “The


Ancient One has rested.”

Two grandsons came to the side of the old man. Each


placed a supporting arm around his waist. The party
continued on its way.

Except for short, regular rest periods, they kept going


all night. As dawn broke, the party stopped for a
lengthier rest. All were near exhaustion from the
excitement and the steady pace they had kept up. The
Old One slept like a baby, held in the arms of one of his
grandsons.

They rested most of the morning. It was far safer to


travel at night. On the second day, as they reached a
safer distance from Jaraminka, they continued toward
the plateau where Jack Hudson was to pick them up. In
turn, the grandsons went ahead to make certain no one
was lying in wait for them.

“Biff, are we anywhere near the spot where you saw all
that construction?” Uncle Charlie asked.

“We should be,” Biff replied. “We should be nearing the 177
valley soon. What do you think, Chuba? And you,
Muscles?”
“Chuba think we reach it right over next hill.”

“I’ll trust Chuba’s judgment,” Muscles chimed in.

Chuba was right. The valley was over the next hill. They
had reached it at a point below where it rose steeply to
the metal fence.

“The rest of you wait here,” Charles Keene ordered. “I’ll


make a quick trip for a fast look-see.”

“And I’m with you,” Biff said quickly. His uncle gave him
a look, hesitated for a moment, but apparently decided
not to protest.

“But Charlie—” Muscles started to say.

“No buts about it. Come on, Biff.”

Uncle and nephew climbed the slope. Biff found the


opening in the fence. They crawled underneath and
reached the rim of the huge amphitheater. Uncle Charlie
stared down at the activity for minutes. He took in every
detail, storing the information in his mind. A nodded
signal told Biff they were going back.

Once down on the floor of the valley, Biff asked his


uncle what he thought the construction was.

“I’m almost certain, Biff, that they’re building a rocket


launching site.”

“Like Cape Canaveral?”

His uncle nodded his head. “I was at Canaveral at its


beginning. Saw the place grow. That work back up
there is much the same type of construction. Still in its
earliest stages, somewhat crude. Be a long time before
they can try a moon shot, or any other kind.”

“Is knowing about this important?” 178

“Important. You just bet it is. News of this development


is vital. It’s the biggest, most important information
Uncle Sam has had out of China in years. You really
found something, Biff.”

Shortly after noon of the second day since their escape,


the party reached the plateau where Muscles had been
landed by Jack Hudson.

“This is it,” Muscles said. “If Jack gets my signal, we’ll


be away and winging by dark. Here, Chuba, take the
end of this wire and scamper up that tree. Attach it to
the highest limb you can reach.”

The antenna was connected to the portable transmitter.


The tree’s height increased the distance of transmission
possible. Ground transmission would have limited the
signal.

“All is okay, Muscles,” Chuba called down. Muscles


picked up the hand mike. He snapped on a button. A
slight hum could be heard.

Muscles turned to the anxiously waiting group. “Let’s


hope I get through. I can’t repeat my signal more than
once. It may be picked up by the enemy.” He grinned at
them. “Well, here goes.” Muscles held the mike close to
his mouth. “There’s gold in these hyar hills....” He
waited ten seconds. “Repeating.... There’s gold in these
hyar hills.”

179
The plane winged in on the prayers of the group

He snapped off the transmitter. “That was our pre- 180


arranged signal. It tells Jack Hudson that I’ve found you
and that we’re all set to come out. If he got my signal,
he’s on his way to the plane right now, I hope, I hope, I
hope. It’s been on the runway, warmed up around the
clock, ever since he got back.”
“Well, we’ll know in about two hours,” Uncle Charlie
said.

Jack did get the signal. Almost exactly two hours after
Muscles’ signal, the faint hum of a plane was heard. It
grew louder, and then came into sight. It winged in on
the prayers of the whole group, the most welcome sight
Biff had ever seen.

Farewells were short. The moment the plane touched


down, the Ancient One was put aboard. The others
followed fast.

The last Biff saw of the Ancient One’s grandsons was a


picture he would keep in his heart and mind forever.
The five grandsons stood in a line, facing in the
direction of the departing plane. All were bowing deeply
to show their gratitude.

No one really relaxed until the plane crossed the border,


but they reached Unhao with no trouble. Jack Hudson
taxied the plane to a neat stop and whistled in relief,
“Whew-uw!” Then briskly he turned to the group.
“We’re going to refuel and take right off again,” he
announced.

“What’s the hurry, Jack?” Charlie asked. “How’s about


letting me have a bath?”

“Man, do you know how hot you and Biff have become 181
since you went inside? There have been spies all over
the camp. You and Biff aren’t even to get out of this
plane. Biff’s things and yours are all packed. I’ve got
’em in the luggage compartment. Soon as this crate is
refueled, it’s off for Hong Kong. You can dunk the body
there.”
“But what about you, Jack?”

“Oh, they don’t want me. It’s you two got the
information they want to keep from getting out. I don’t
know what you know, and I don’t want to. They don’t
know I’ve crossed into the big ‘C.’”

Biff looked at Chuba. Unashamed tears filled the native


boy’s eyes. Biff choked up. “Don’t worry, Chuba, we’ll
meet again,” he said, and meant it.

Muscles ruffled Chuba’s dark hair and said, “Chum, next


year you and I go Stateside, and we’ll visit this
character.” Muscles gave Biff an affectionate punch on
the chin. “See you soon,” he said, as he and Chuba left
the plane.

They made Hong Kong safely. Biff and his uncle found a
U.S. military policeman, who took them to the
consulate. There they reported their discovery to an
amazed official.

“You have performed a great service for your country,”


the embassy official said solemnly, and added with a
faint smile, “although you should have your passports
taken away for such a foolhardy venture.”

“I know you’re right, sir,” Charles Keene said, “but I 182


would like to ask a favor of you. Can you get us out of
Hong Kong?”

“So fast it will make your head swim. Diplomatically


speaking, we don’t want you around here. There’s a jet
bomber taking off for Honolulu in an hour. You’ll be on
it. From there, you’re on your own.”
Two hours later, Biff and his uncle were winging over
the blue Pacific, homeward bound—and sound asleep.

183

A Biff Brewster Mystery


Adventure

MYSTERY OF THE CHINESE RING

By ANDY ADAMS

Burma! Biff Brewster can hardly believe he’ll soon be


flying to Burma to visit his Uncle Charlie. Not even when
a green jade ring comes hurtling through his bedroom
window is he fully aware of the excitement and danger
awaiting him.

Is the ring a good-luck charm or a bad omen? Biff


suspects that Uncle Charlie’s sudden departure from
Cape Canaveral to Burma might well have international
implications, and that the ring is a warning.

But even with a warning, Biff is still a boy alone in a


strange country. As he disembarks at Rangoon, the
young adventurer walks straight into an attempted
kidnaping. Using his wits, Biff escapes from his captors
only to learn that his uncle is somewhere in the heart of
Red China, perhaps in serious trouble.

Horrified at the news, Biff persuades Chuba, a Burmese


boy, to lead him through the jungle swamplands and
across the Chinese border. Once in forbidden enemy
territory, Biff uncovers the strange meaning of the jade
ring, learns of the secret mission which has brought his
uncle to Red China, and discovers a startling project of
vital importance to the United States.

Join Biff Brewster in more thrilling, world-wide


adventure stories, now available at your local
booksellers.

185

NEW! BIFF BREWSTER


Mystery Adventures

By ANDY ADAMS
Biff Brewster, sixteen, is a tall, strongly built blond youth
who lives in Indianapolis, Indiana, with his parents and
the eleven-year-old twins, Ted and Monica. Because his
mother and father believe that travel is as important to
education as formal schooling, Biff is encouraged to
travel to various countries during the vacation months.
His experiences in these lands, and the young people he
meets there, form the basis of a new series for
adventure-loving readers. In every journey there is a
strong element of mystery, usually a direct result of
conditions peculiar to the region in which he is traveling.
Thus, in addition to adventure, these books impart
carefully researched information about foreign
countries.

Start reading one today—

(1) BRAZILIAN GOLD MINE MYSTERY


(2) MYSTERY OF THE CHINESE RING
(3) HAWAIIAN SEA HUNT MYSTERY
(4) MYSTERY OF THE MEXICAN TREASURE
(5) AFRICAN IVORY MYSTERY
(6) ALASKA GHOST GLACIER MYSTERY

GROSSET & DUNLAP, Inc. Publisher


New York 10, N. Y.
Transcriber’s Notes

Copyright notice provided as in the original—this e-text


is public domain in the country of publication.
Silently corrected palpable typos; left non-standard
spellings and dialect unchanged.
In the text versions, delimited italics text in
_underscores_ (the HTML version reproduces the font
form of the printed book.)
*** END OF THE PROJECT GUTENBERG EBOOK MYSTERY OF THE
CHINESE RING ***

Updated editions will replace the previous one—the old editions will
be renamed.

Creating the works from print editions not protected by U.S.


copyright law means that no one owns a United States copyright in
these works, so the Foundation (and you!) can copy and distribute it
in the United States without permission and without paying
copyright royalties. Special rules, set forth in the General Terms of
Use part of this license, apply to copying and distributing Project
Gutenberg™ electronic works to protect the PROJECT GUTENBERG™
concept and trademark. Project Gutenberg is a registered trademark,
and may not be used if you charge for an eBook, except by following
the terms of the trademark license, including paying royalties for use
of the Project Gutenberg trademark. If you do not charge anything
for copies of this eBook, complying with the trademark license is
very easy. You may use this eBook for nearly any purpose such as
creation of derivative works, reports, performances and research.
Project Gutenberg eBooks may be modified and printed and given
away—you may do practically ANYTHING in the United States with
eBooks not protected by U.S. copyright law. Redistribution is subject
to the trademark license, especially commercial redistribution.

START: FULL LICENSE


THE FULL PROJECT GUTENBERG
LICENSE
PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK

To protect the Project Gutenberg™ mission of promoting the free


distribution of electronic works, by using or distributing this work (or
any other work associated in any way with the phrase “Project
Gutenberg”), you agree to comply with all the terms of the Full
Project Gutenberg™ License available with this file or online at
www.gutenberg.org/license.

Section 1. General Terms of Use and


Redistributing Project Gutenberg™
electronic works
1.A. By reading or using any part of this Project Gutenberg™
electronic work, you indicate that you have read, understand, agree
to and accept all the terms of this license and intellectual property
(trademark/copyright) agreement. If you do not agree to abide by all
the terms of this agreement, you must cease using and return or
destroy all copies of Project Gutenberg™ electronic works in your
possession. If you paid a fee for obtaining a copy of or access to a
Project Gutenberg™ electronic work and you do not agree to be
bound by the terms of this agreement, you may obtain a refund
from the person or entity to whom you paid the fee as set forth in
paragraph 1.E.8.

1.B. “Project Gutenberg” is a registered trademark. It may only be


used on or associated in any way with an electronic work by people
who agree to be bound by the terms of this agreement. There are a
few things that you can do with most Project Gutenberg™ electronic
works even without complying with the full terms of this agreement.
See paragraph 1.C below. There are a lot of things you can do with
Project Gutenberg™ electronic works if you follow the terms of this
agreement and help preserve free future access to Project
Gutenberg™ electronic works. See paragraph 1.E below.
1.C. The Project Gutenberg Literary Archive Foundation (“the
Foundation” or PGLAF), owns a compilation copyright in the
collection of Project Gutenberg™ electronic works. Nearly all the
individual works in the collection are in the public domain in the
United States. If an individual work is unprotected by copyright law
in the United States and you are located in the United States, we do
not claim a right to prevent you from copying, distributing,
performing, displaying or creating derivative works based on the
work as long as all references to Project Gutenberg are removed. Of
course, we hope that you will support the Project Gutenberg™
mission of promoting free access to electronic works by freely
sharing Project Gutenberg™ works in compliance with the terms of
this agreement for keeping the Project Gutenberg™ name associated
with the work. You can easily comply with the terms of this
agreement by keeping this work in the same format with its attached
full Project Gutenberg™ License when you share it without charge
with others.

1.D. The copyright laws of the place where you are located also
govern what you can do with this work. Copyright laws in most
countries are in a constant state of change. If you are outside the
United States, check the laws of your country in addition to the
terms of this agreement before downloading, copying, displaying,
performing, distributing or creating derivative works based on this
work or any other Project Gutenberg™ work. The Foundation makes
no representations concerning the copyright status of any work in
any country other than the United States.

1.E. Unless you have removed all references to Project Gutenberg:

1.E.1. The following sentence, with active links to, or other


immediate access to, the full Project Gutenberg™ License must
appear prominently whenever any copy of a Project Gutenberg™
work (any work on which the phrase “Project Gutenberg” appears,
or with which the phrase “Project Gutenberg” is associated) is
accessed, displayed, performed, viewed, copied or distributed:
This eBook is for the use of anyone anywhere in
the United States and most other parts of the world
at no cost and with almost no restrictions
whatsoever. You may copy it, give it away or re-use
it under the terms of the Project Gutenberg License
included with this eBook or online at
www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of
the country where you are located before using this
eBook.

1.E.2. If an individual Project Gutenberg™ electronic work is derived


from texts not protected by U.S. copyright law (does not contain a
notice indicating that it is posted with permission of the copyright
holder), the work can be copied and distributed to anyone in the
United States without paying any fees or charges. If you are
redistributing or providing access to a work with the phrase “Project
Gutenberg” associated with or appearing on the work, you must
comply either with the requirements of paragraphs 1.E.1 through
1.E.7 or obtain permission for the use of the work and the Project
Gutenberg™ trademark as set forth in paragraphs 1.E.8 or 1.E.9.

1.E.3. If an individual Project Gutenberg™ electronic work is posted


with the permission of the copyright holder, your use and distribution
must comply with both paragraphs 1.E.1 through 1.E.7 and any
additional terms imposed by the copyright holder. Additional terms
will be linked to the Project Gutenberg™ License for all works posted
with the permission of the copyright holder found at the beginning
of this work.

1.E.4. Do not unlink or detach or remove the full Project


Gutenberg™ License terms from this work, or any files containing a
part of this work or any other work associated with Project
Gutenberg™.
1.E.5. Do not copy, display, perform, distribute or redistribute this
electronic work, or any part of this electronic work, without
prominently displaying the sentence set forth in paragraph 1.E.1
with active links or immediate access to the full terms of the Project
Gutenberg™ License.

1.E.6. You may convert to and distribute this work in any binary,
compressed, marked up, nonproprietary or proprietary form,
including any word processing or hypertext form. However, if you
provide access to or distribute copies of a Project Gutenberg™ work
in a format other than “Plain Vanilla ASCII” or other format used in
the official version posted on the official Project Gutenberg™ website
(www.gutenberg.org), you must, at no additional cost, fee or
expense to the user, provide a copy, a means of exporting a copy, or
a means of obtaining a copy upon request, of the work in its original
“Plain Vanilla ASCII” or other form. Any alternate format must
include the full Project Gutenberg™ License as specified in
paragraph 1.E.1.

1.E.7. Do not charge a fee for access to, viewing, displaying,


performing, copying or distributing any Project Gutenberg™ works
unless you comply with paragraph 1.E.8 or 1.E.9.

1.E.8. You may charge a reasonable fee for copies of or providing


access to or distributing Project Gutenberg™ electronic works
provided that:

• You pay a royalty fee of 20% of the gross profits you


derive from the use of Project Gutenberg™ works
calculated using the method you already use to
calculate your applicable taxes. The fee is owed to the
owner of the Project Gutenberg™ trademark, but he has
agreed to donate royalties under this paragraph to the
Project Gutenberg Literary Archive Foundation. Royalty
payments must be paid within 60 days following each
date on which you prepare (or are legally required to
prepare) your periodic tax returns. Royalty payments
should be clearly marked as such and sent to the
Project Gutenberg Literary Archive Foundation at the
address specified in Section 4, “Information about
donations to the Project Gutenberg Literary Archive
Foundation.”

• You provide a full refund of any money paid by a user


who notifies you in writing (or by e-mail) within 30 days
of receipt that s/he does not agree to the terms of the
full Project Gutenberg™ License. You must require such
a user to return or destroy all copies of the works
possessed in a physical medium and discontinue all use
of and all access to other copies of Project Gutenberg™
works.

• You provide, in accordance with paragraph 1.F.3, a full


refund of any money paid for a work or a replacement
copy, if a defect in the electronic work is discovered and
reported to you within 90 days of receipt of the work.

• You comply with all other terms of this agreement for


free distribution of Project Gutenberg™ works.

1.E.9. If you wish to charge a fee or distribute a Project Gutenberg™


electronic work or group of works on different terms than are set
forth in this agreement, you must obtain permission in writing from
the Project Gutenberg Literary Archive Foundation, the manager of
the Project Gutenberg™ trademark. Contact the Foundation as set
forth in Section 3 below.

1.F.

1.F.1. Project Gutenberg volunteers and employees expend


considerable effort to identify, do copyright research on, transcribe
and proofread works not protected by U.S. copyright law in creating
the Project Gutenberg™ collection. Despite these efforts, Project
Gutenberg™ electronic works, and the medium on which they may
be stored, may contain “Defects,” such as, but not limited to,
incomplete, inaccurate or corrupt data, transcription errors, a
copyright or other intellectual property infringement, a defective or
damaged disk or other medium, a computer virus, or computer
codes that damage or cannot be read by your equipment.

1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES - Except for


the “Right of Replacement or Refund” described in paragraph 1.F.3,
the Project Gutenberg Literary Archive Foundation, the owner of the
Project Gutenberg™ trademark, and any other party distributing a
Project Gutenberg™ electronic work under this agreement, disclaim
all liability to you for damages, costs and expenses, including legal
fees. YOU AGREE THAT YOU HAVE NO REMEDIES FOR
NEGLIGENCE, STRICT LIABILITY, BREACH OF WARRANTY OR
BREACH OF CONTRACT EXCEPT THOSE PROVIDED IN PARAGRAPH
1.F.3. YOU AGREE THAT THE FOUNDATION, THE TRADEMARK
OWNER, AND ANY DISTRIBUTOR UNDER THIS AGREEMENT WILL
NOT BE LIABLE TO YOU FOR ACTUAL, DIRECT, INDIRECT,
CONSEQUENTIAL, PUNITIVE OR INCIDENTAL DAMAGES EVEN IF
YOU GIVE NOTICE OF THE POSSIBILITY OF SUCH DAMAGE.

1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If you


discover a defect in this electronic work within 90 days of receiving
it, you can receive a refund of the money (if any) you paid for it by
sending a written explanation to the person you received the work
from. If you received the work on a physical medium, you must
return the medium with your written explanation. The person or
entity that provided you with the defective work may elect to provide
a replacement copy in lieu of a refund. If you received the work
electronically, the person or entity providing it to you may choose to
give you a second opportunity to receive the work electronically in
lieu of a refund. If the second copy is also defective, you may
demand a refund in writing without further opportunities to fix the
problem.
1.F.4. Except for the limited right of replacement or refund set forth
in paragraph 1.F.3, this work is provided to you ‘AS-IS’, WITH NO
OTHER WARRANTIES OF ANY KIND, EXPRESS OR IMPLIED,
INCLUDING BUT NOT LIMITED TO WARRANTIES OF
MERCHANTABILITY OR FITNESS FOR ANY PURPOSE.

1.F.5. Some states do not allow disclaimers of certain implied


warranties or the exclusion or limitation of certain types of damages.
If any disclaimer or limitation set forth in this agreement violates the
law of the state applicable to this agreement, the agreement shall be
interpreted to make the maximum disclaimer or limitation permitted
by the applicable state law. The invalidity or unenforceability of any
provision of this agreement shall not void the remaining provisions.

1.F.6. INDEMNITY - You agree to indemnify and hold the Foundation,


the trademark owner, any agent or employee of the Foundation,
anyone providing copies of Project Gutenberg™ electronic works in
accordance with this agreement, and any volunteers associated with
the production, promotion and distribution of Project Gutenberg™
electronic works, harmless from all liability, costs and expenses,
including legal fees, that arise directly or indirectly from any of the
following which you do or cause to occur: (a) distribution of this or
any Project Gutenberg™ work, (b) alteration, modification, or
additions or deletions to any Project Gutenberg™ work, and (c) any
Defect you cause.

Section 2. Information about the Mission


of Project Gutenberg™
Project Gutenberg™ is synonymous with the free distribution of
electronic works in formats readable by the widest variety of
computers including obsolete, old, middle-aged and new computers.
It exists because of the efforts of hundreds of volunteers and
donations from people in all walks of life.
Volunteers and financial support to provide volunteers with the
assistance they need are critical to reaching Project Gutenberg™’s
goals and ensuring that the Project Gutenberg™ collection will
remain freely available for generations to come. In 2001, the Project
Gutenberg Literary Archive Foundation was created to provide a
secure and permanent future for Project Gutenberg™ and future
generations. To learn more about the Project Gutenberg Literary
Archive Foundation and how your efforts and donations can help,
see Sections 3 and 4 and the Foundation information page at
www.gutenberg.org.

Section 3. Information about the Project


Gutenberg Literary Archive Foundation
The Project Gutenberg Literary Archive Foundation is a non-profit
501(c)(3) educational corporation organized under the laws of the
state of Mississippi and granted tax exempt status by the Internal
Revenue Service. The Foundation’s EIN or federal tax identification
number is 64-6221541. Contributions to the Project Gutenberg
Literary Archive Foundation are tax deductible to the full extent
permitted by U.S. federal laws and your state’s laws.

The Foundation’s business office is located at 809 North 1500 West,


Salt Lake City, UT 84116, (801) 596-1887. Email contact links and up
to date contact information can be found at the Foundation’s website
and official page at www.gutenberg.org/contact

Section 4. Information about Donations to


the Project Gutenberg Literary Archive
Foundation
Project Gutenberg™ depends upon and cannot survive without
widespread public support and donations to carry out its mission of
increasing the number of public domain and licensed works that can
be freely distributed in machine-readable form accessible by the
widest array of equipment including outdated equipment. Many
small donations ($1 to $5,000) are particularly important to
maintaining tax exempt status with the IRS.

The Foundation is committed to complying with the laws regulating


charities and charitable donations in all 50 states of the United
States. Compliance requirements are not uniform and it takes a
considerable effort, much paperwork and many fees to meet and
keep up with these requirements. We do not solicit donations in
locations where we have not received written confirmation of
compliance. To SEND DONATIONS or determine the status of
compliance for any particular state visit www.gutenberg.org/donate.

While we cannot and do not solicit contributions from states where


we have not met the solicitation requirements, we know of no
prohibition against accepting unsolicited donations from donors in
such states who approach us with offers to donate.

International donations are gratefully accepted, but we cannot make


any statements concerning tax treatment of donations received from
outside the United States. U.S. laws alone swamp our small staff.

Please check the Project Gutenberg web pages for current donation
methods and addresses. Donations are accepted in a number of
other ways including checks, online payments and credit card
donations. To donate, please visit: www.gutenberg.org/donate.

Section 5. General Information About


Project Gutenberg™ electronic works
Professor Michael S. Hart was the originator of the Project
Gutenberg™ concept of a library of electronic works that could be
freely shared with anyone. For forty years, he produced and
distributed Project Gutenberg™ eBooks with only a loose network of
volunteer support.

Project Gutenberg™ eBooks are often created from several printed


editions, all of which are confirmed as not protected by copyright in
the U.S. unless a copyright notice is included. Thus, we do not
necessarily keep eBooks in compliance with any particular paper
edition.

Most people start at our website which has the main PG search
facility: www.gutenberg.org.

This website includes information about Project Gutenberg™,


including how to make donations to the Project Gutenberg Literary
Archive Foundation, how to help produce our new eBooks, and how
to subscribe to our email newsletter to hear about new eBooks.
Welcome to Our Bookstore - The Ultimate Destination for Book Lovers
Are you passionate about testbank and eager to explore new worlds of
knowledge? At our website, we offer a vast collection of books that
cater to every interest and age group. From classic literature to
specialized publications, self-help books, and children’s stories, we
have it all! Each book is a gateway to new adventures, helping you
expand your knowledge and nourish your soul
Experience Convenient and Enjoyable Book Shopping Our website is more
than just an online bookstore—it’s a bridge connecting readers to the
timeless values of culture and wisdom. With a sleek and user-friendly
interface and a smart search system, you can find your favorite books
quickly and easily. Enjoy special promotions, fast home delivery, and
a seamless shopping experience that saves you time and enhances your
love for reading.
Let us accompany you on the journey of exploring knowledge and
personal growth!

ebooksecure.com

You might also like