5 - Issues Management - 24032021 - Print - New

Business communication and strategic
communication management
Prof. Dr. Diana Ingenhoff
24th March 2021

Issues Management
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Schedule
24.02. Introduction
03.03 Linking Business and Communication Strategy
10.03. Stakeholder Relations, Corporate Identity and (Online) Branding

17.03. Corporate Image, Country Image, Reputation and Trust
24.03. Issues Management
31.03. Crisis Communication

07.04. Easter Break
14.04. Social media and Online-Communication
21.04. Integrated Corporate Communication

GUEST LECTURE: User-oriented Brand Content & impact on Brand image,
28.04.
Dr. Matthias Albisser
05.05. International Corporate Communication Strategies
12.05. Corporate Social Responsibility Communication
19.05. GUEST LECTURE: Corporate Public Diplomacy, Dr. Sarah Marschlich
26.05. Controlling and Evaluation

02.06 Final Session (summary, Discusssion)

2
Agenda:Recap
> Image and reputation

> Dimensions of corporate image and reputation
> Dimensions of country image
> Trust and credibility

Business Communication and Strategic Communication Management 3
Trust and Credibility
§ in people
§ in organizations
§ in countries

Trust and Credibility
Trust:
«a (communicative) complexity-
reducing mechanism»,
a «risky
prior Credibility:
concession» «a feature attributed to
individuals, institutions or their
communicative products»
(Bentele & Seidenglanz, 2008)

Theory of Public Trust
ß ß ß ß Transfer of trust ß ß ß ß
Communication
Communication
Information
Information
Trust Trust Trust
objects mediators subjects
Organizations Public Relations Population

Social systems Media Audience
Journalists
ß ß ß ß Communicative discrepancies ß ß ß ß
(Bentele & Seidenglanz, 2008)

Agenda of today
> Introduction
> Issues management process
> Issues scanning and monitoring
> Issues prioritization
> Roles and functions in issues management
> Challenges in issues management
> Become the Master of StratComm! KAHOOT!

Session Objectives
You will learn more about:
§ Characteristics of issues and risks
§ The process of news selection by media
§ The growing importance of issues in corporate communication
§ How issues can be identified, selected, prioritized and handled in

order to prevent crisis and enhance corporate reputation

Agenda
> Introduction: news selection and risks

> Summary: case study Nestlé / Greenpeace

Organizational Communication & Moralization
effects
Media public: Pressure of medialization:

Moralized communication
Logic of about organizations
newsworthiness
Effects of medialization:
Moralized communication of
organizations (economic)
organizations
Why News Values are important when detecting
issues
“The more apparent one or several of the news values, the greater the
newsworthiness of an event and thus its chance of being published.“
(Schulz, 1997)
§ Significance: cultural, political, geographical proximity; relevance

§ Negativity /scandals: tragedy, potential for conflict and crisis
§ Visualization, present-ability
§ Surprise, unexpectedness, rarity
§ Moralization
§ Reference to elite nations or organizations or persons
§ Personalization
§ …

News Values
Thelocal.ch,
02.2018
Nau.ch, 03.2021
Swissinfo.ch,
21.02.2021

Types of risks
What is a risk?
Ø A potential threat inherent to business
Primary risk Operational risk

n Credit risk in the banking sector n Legal risk
n Environmental disasters in the n Liability risk
insurance sector n …
n Product risk in the automobile
industry
n …
Reputation risk

Agenda
> Introduction
> Summary: case study Nestlé / Greenpeace

Distinguish: Issues and Crisis
Issue
“Public issue: An issue that is of mutual concern to an
organization and its stakeholders.”
(Lawrence & Weber, 2011, p. 563)
Topic or trend inside/outside the organization, comprising an

expectation gap based on facts, values or policies;
controversially discussed by the stakeholders, covered by the
news media, often also addressed by government.
(Heath, 1997; Ingenhoff, 2018)
Crisis
“An event that is an unpredictable, major threat that can have a
negative effect on the organization, industry, or stakeholders if
handled improperly”
(Coombs, 1999, p. 2; 2010, p. 18)

Example: Data protection in the digital era

Example: Data protection in the digital era
§ Cambridge Analytica data

scandal à emergent issue
of data protection on social
media
§ Recent change in EU data

privacy regulation
https://eugdpr.org/
Issues:
Definition from a strategic perspective
… it is related to the corporation and its activities. 1
… it has potential impact on business activities. 2
A topic is
strategically
… it is discussed controversially in the relevant public. 3
relevant for a
corporation, if …
… it triggers emotions or conflicts with ethical values. 4
… a relevant interest group exists that pushes the issue. 5

The Process of Issues Management
«Comanagement of organizational and community resources (material and symbolic)
through marketplace and public policies» (Heath, 2018, p. 1)
Issue
identification
1. Process evaluation
Issue
Evaluation
selection
2. Strategy evaluation
3. Implementation evaluation
Implementation Issue
prioritization
Strategy
development

Issues Life Cycle-
Solution
Solution
Solution
Public interest
Phase of Phase of Phase of Phase of Phase of

latency emergence upturn maturation downturn
Individual (Public) Matter of Potential claim Concrete Fulfillment of Latent

incident concern claim the claim claim
Persons affected
Intellectuals, scientists, activists
Media, politicians
Stakeholder
(Köcher & Potential to influence

Birchmeier,
1992, p. 90;
Achleitner
Increasing formalization 20/03/2019
1985, p. 94)
Issues Life Cycle
Solution
Issues management becomes Solution
crisis communication
Solution
Public interest
Solution
Phase of Phase of Phase of Phase of Phase of

latency emergence Need for lobbying
upturn => public
maturation affairs
downturn
Individual (Public) Matter of Potential claim Concrete Fulfillment of Latent

incident concern claim the claim claim
Persons affected
Intellectuals, scientists, activists
Media, politicians
Stakeholder
(Köcher & Decreasing influence capability

Birchmeier,
1992, p. 90;
Achleitner
Increasing formalization 20/03/2019
1985, p. 94)
Issues Life Cycle
Coronavirus and masks

tion
matura
urn Necessity of
t
do
up masks
Public interest
wn
ence
tur
r g Discussions
eme
n
around masks
Virus spreads
n cy globally
e
lat First
reports
Dec 31 Feb 12 Feb 15 July 1
Influence capability

Issues Life Cycle
Coronavirus and masks Phase of

tion latency
matura
urn Necessity n December 31, 2020:

t
do
up of masks Government in Wuhan,
Public interest
wn
China speaks about
ence
tur
r g dozens of cases of a
eme Discussions
new virus
n
around masks
Virus n January 20th : first
n cy spreads cases outside
e
lat First globally mainland China, such
as Japan, Thailand or
reports South Korea and
Dec 31 Feb 12 Feb 15 Feb 22 Mar 1 n January 21st : the US
has a first case in
Influence capability Washington D.C

Issues Life Cycle

tion emergence
matura
urn Necessity of n January 24th, first

t
do
cases in Europe.
up masks
Public interest
wn
n February 11:
ence
tur
r g Coronavirus was
eme Discussions
named.
n
around masks
Virus n February 23rd Major
n cy spreads surge in cases in Italy
e
lat First globally n February 25th : First
reports case in Switzerland
n February 26: first case
Dec 31 Feb 12 Feb 15 Feb 22 Mar 1 in Latin America
n March 11th: WHO
Influence capability declares declares
Coronavirus as a
global pandemic

Issues Life Cycle

tion upturn
matura
urn Necessity of n March 12th: European

t
do
up masks countries like Czech
Public interest
wn
Republic, Slovakia and
ence
tur
r g some cities make
eme Discussions
masks mandatory.
n
around masks
Virus n March 16: Switzerland
n cy spreads declares “extraordinary
e
lat First globally situation”- new
measures (Lockdown)
reports till April 19th
Dec 31 Feb 12 Feb 15 Feb 22 Mar 1

Issues Life Cycle

tion
matura
urn Necessity of
t
do
up masks
Public interest
wn
ence
tur
r g Discussions
eme
n
around masks
Virus
n cy spreads
e
lat First globally
reports

Dw.com, 03.04.2020 26
Business Communication and Strategic Communication Management
Issues Life Cycle

tion
matura
urn Necessity of
t
do
up masks
Public interest
wn
ence
tur
r g Discussions
eme
n
around masks
Virus
n cy spreads
e
lat First globally
reports
Influence capability March 27th: BAG

says “We have
enough masks. But
they are useless for
the big population”

Issues Life Cycle

tion maturation
matura
rn n End of March: mask
u Necessity of
t obligatory in Austria
do
up masks
Public interest
wn
n April 20th: Sutter, Head
ence of Covid-Tasksforce:
tur
r g Discussions
eme “a risk-benefit ratio in
n
around masks favour of generalised
Virus
n cy spreads mask-wearing.”
e
lat First globally n Mid-April: Tameda poll
shows 60% of
reports population support
Dec 31 Feb 12 Feb 15 Feb 22 Mar 1 idea of wearing masks
n End of April: Federal
Influence capability councils recommend
wearing masks

Issues Life Cycle

tion downturn
matura
n End of April: Face
urn Necessity of mask shortage being
t
do
up masks countered. Around 35
Public interest
wn
millions masks in
ence
tur
r g Discussions Switzerland.
eme
n
around masks n Wearing masks
Virus becomes mandatory in
n cy spreads all neighbouring
e
lat First globally countries, Germany,
France, Italy between
reports
April and July
Dec 31 Feb 12 Feb 15 Feb 22 Mar 1 n July 1st : wearing
masks becoming
Influence capability mandatory in public
transport.
Media coverage on the downturn or new latency?

Issues Life Cycle

tion downturn
matura
n Summer Reports of
urn Necessity of matin Dimanche and
t
do
up masks Sonntagszeitung
Public interest
wn
ce n Scandal related to
en
tur
r g Scandal widens in
eme
Emix
n
Swissinfo.ch,
Europe02.08.2020
Virus
n cy spreads
e
lat First globally
reports
NZZ, 18.02.2021
Media coverage on the downturn or new latency?
Swissinfo.ch
Risk Life Cycle
Issues management becomes

crisis communication
Pressure
Need for lobbying => public affairs
Predict: Prevent/ Resolve: Respond: Recover:

•scanning prepare: • issues • strategic crisis management • post-crisis
•stakeholder •reputation risk resolution • crisis communication reviews
engagement assessment • change •... •identifying
•reputation • crisis •... and learning
risk preparedness lessons
assessment • corporate • rebuilding
•scenario citizenship trust /
planning •... reputation
•... •...
(adapted from Griffin, 2014: 119)

Communication with angry citizens
Case study Edeka
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 24/03/2021

32
Edeka
§ Most trusted grocer in Germany

§ 2012-2014 citizen protest: Gentrification
§ Critical Issue: Rindermarkthalle in St. Pauli
Ø Conversion of the autonomous cultural center “Rote Flora” into a shopping
center
§ Criticism: Shopping center geared towards consumption

33
Issues Lifecycle

34
Communication strategy
§§ Communication
Communication concept that lasted
concept over two
that lasted years
over two years
§§ Goal:
Goal:Create
Createpublic acceptance
public by involving
acceptance residentsresidents
by involving in the planning
in
process and communicating in a way that was adapted to the
the planning process and communicating in a way that was
neighborhood
adapted to the neighborhood
à Use of an issues management system
à Use of
§ Based onan issues management
information, system
transparency & target group-oriented word and
§ picture
Basedlanguage
on information, transparency & target group-
à Slogan “Einkaufen
oriented word and statt Shoppen”
picture language
§ Create
à Sloganacceptance with open
“Einkaufen and
statt credible communication
Shoppen”
§ Create acceptance with open and credible communication
UNIVERSITY
UNIVERSITÉ DE OF FRIBOURG
FRIBOURG | Prof. Dr.
/ UNIVERSITÄT Diana Ingenhoff
FREIBURG | Prof. Dr. Diana Ingenhoff 24/03/2021
25/03/2021
353
Issues Lifecycle

36
Implementation
§ Public Q&A sessions, workshops & site visits

§ Public events with participation of stakeholders from citizens groups
§ Regular blog posts
§ Rindermarkthallen-Gazette magazine
§ Meetings with individual interest groups

37
Issues Lifecycle

38
Interventions at the opening of the center
§ Placement of multi-page advertorials in daily newspapers

§ Creation and distribution of large posters
§ Placement of print ads as well as radio and online spots
§ Opening program
§ Regular postings on social media

39
Issues Lifecycle

40
Conclusion
§ Changing public opinion through targeted communication

§ Hardly any negative reports/comments in the (social) media
§ Gaining public trust can make the difference between success and
failure of multi-million dollar investments
§ Success factors: Early detection, credibility, transparency individual
approach

41
Thank you for your attention!

42
Issue Issue Issue Strategy Implemen-
Evaluation
identification selection prioritization development tation
Example Public sphere

Patients and
- Environment protection,
NGOs customers
- Animal testing
§ Animal testing § Side effects
- «Big Pharma»:
§ Cheap generic § Product recalls
Mergers and Acquisitions
drugs for Third § Extortionate
World prices
§ Extortionate
prices
(Pharmaceutical company)
Politics Doctors and Pharmacists

...
§ Healthcare policy § Drug trials in children
§ Regulations § (Side) effects
§ Patent protections § Sales organization and marketing
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff § Healthcare system and regulations 20/03/2019
Evaluation
Issue Analysis
§ Iterative interpretation of issues
Analysis § Analysis of issues related to publics
§ Classification by relevance and urgency
§ Forecasting of issues development (e.g. scenario

analysis)
Forecasting

Evaluation
Scenario Analysis (example): WORST-CASE
TRIGGERS AND POTENTIAL

ESCALATORS IMPACTS
Mitigate Prepare
Impact
Triggers: events that could lead to
the worst-case scenario
Company is Impact Impact
Escalators: factors that can multiply the
subject of
effects of the triggers
environment Impact
èWhat can we do to avoid or manage controversy Impact
the triggers?
èHow can we ensure we become Impact
aware of the escalating factors?
èCosts?
This is the point at whicht the issue becomes a
crisis and means:
- Trust erosions and reputation damage
- Emotional / illogical responses from (Griffin, 2014: 131)
stakeholders
- Perceptions become hard to shift
Evaluation
Scenario Analysis (example: Chemical Company): WORST-CASE

ESCALATORS IMPACTS
Mitigate Prepare
Customer loyalty
Customer
diminished
publicly rejects
Consumer Company is Share price dip Annual General Meeting
NGO campaign overshadowed
complaint subject of
Politician environment Management time
controversy Other products
campaign Media interest distracted
affected
Competitor Stakeholder relation-
positioning ships affected
(Griffin, 2014: 131)

Evaluation
Scenario Analysis (example: Chemical Company): BEST-CASE

ESCALATORS IMPACTS
Mitigate Prepare
Favourable Motivated staff
customer reaction
Company
Positive media Advantageous competitive
Political support boosted by asso-
interest positioning
ciation with customer
Launch of & consumer Positive knock-on to other
concept Waste agenda innovation product sales
remains high Favourable corporate
Escalator positioning on public
issues
(Griffin, 2014: 131)

Evaluation
Evaluate options
low moderate high

Develop a positioning
Probability of occurrence
Hi
high
gh strategy
pr
io
M rit
od y Further monitoring
moderate
er
at
e
necessary
pr
io
Lo rit
y
w Feedback system:
pr
low
io improvement of scanning
rit
y and monitoring
Impact on the organization
(Ingenhoff, 2004)

How to Prioritize Issues
Questions on prioritization of Estimated influence on the company

the issue low (0-3) medium (4-7) high (8-10)
1. In how far does it affect daily

business?
2. In how far does it affect the
financial position?
3. In how far does it affect the
public perception/awareness?
4. How likely is it that the issue will

be published in the media?
Index total: Relevance
value:

How to Prioritize Issues: A Checklist
Questions Yes No
1. Is the goal attainment or the viability of our company endangered by the situation?
2. Would the media report negatively about the situation?
3. Would our stakeholders perceive the situation as negative?
4. Would governmental representatives assess the situation as negative?
5. Does the situation differ from daily business routines ?
6. Could the situation tie up additional resources like time, money etc.?
7. Have you heard about this situation several times in the last six months?
8. Do the stakeholders talk about the situation?
9. Would you prefer if no one knew about this situation?
10. Could it affect the perception of our company in the public (positively or negatively)?
11. Could it affect the financial position of our company (positively or negatively)?
12. Is it not yet characterized in our issue data base?

Evaluation
Take action!
§ Create a “task-force“:
affected units, task-force-leader
§ Be aware of publics and stakeholders
§ Communicate consistent: define positions

Implementation of Issues Management
Roles in issues management
Global/geographic networks, network manager

Identification:
pre-analysis of Networker/ Networker/ Networker/
‘issue-candidates‘ scanner scanner scanner
Advisory-board
Selection,
prioritization & Coordination center / board
decision
Client /
sponsor Task force
Strategy & Corporate
leader
positioning, communi.
decision Issue owner Issues Task Force Team
Legal
Specialists Strategy
(Ingenhoff, 2004)

The process of Issues Management
Evaluation
Take Action! (Implementation)
§ External: campaign, press release, public affairs,

advertisements, off-the-record conversation etc.
§ Internal: alteration of product policy (e.g. price cutting of

medicines in third world countries) etc.

The process of Issues Management
Evaluation
Evaluate results § Communication

controlling
§ Corporate
Communications
Scorecard
Situation Conceptua-
Clipping analysis § Process
§ lization
controlling
§ Media analysis
§ Survey Impact Implemen-
§ Testing evaluation tation
procedure
§ Cost-benefit
analysis

Agenda
> Introduction

Your turn!
§ Go to kahoot.it & enter the pin J

Thank you for your attention!
Next session on 31th of March:

Crisis Communication
+ TEST
Please prepare:
• Coombs (2021);
• Frandsen & Johansen (2017).
Literature
n Belasen, Alan T. (2008): The Theory and Practice of Corporate Communication. A Competing Value
Perspective. Thousand Oaks.
n Blumer, H. (1966): The mass, the public and public opinion. In: Berelson, B. (ed.): Reader in public opinion
and communication. 2nd ed., New York, p. 45-50.
n Dewey, John (1927): The Public and Its Problems. New York.
n Dill, W. (1975): Public participation in corporate planning: Strategic management in a kibitzer's world. In:
Long Range Planning, Vol. 8, No. 1, p. 57-63.
n Fairclough, Norman (1995). Critical Discourse Analysis. Boston.
n Freeman, Edward, R. (1984): Strategic Management: A stakeholder approach. Boston.
n Friedman, A. L.; Miles, S. (2002): Developing stakeholder theory. In: Journal of Management Studies, Vol. .
9, No. 1, p. 1–21.
n Frooman, Jeff (1999): Stakeholder Influence Strategies. In: Academy of Management Review, Vol. 24, No. 2,
p. 191-205.
n Grunig, James E.; Repper, Fred C. (1992): Strategic Management, Publics, and Issues. In: Grunig, James E.
(ed.): Excellence in Public Relations and Communication Management. New Jersey, p. 117-157.
n Ingenhoff, D. (2018). Monitoring. The International Encyclopedia of Strategic Communication. 1-6.
n Hallahan, Kirk (2000): Inactive Publics: The Forgotten Publics in Public Relations. In: Public Relations
Review, Vol. 26, No. 4, p. 499-415.
n Heath, R.L. (1994): Management of corporate communication: From interpersonal contacts to external
affairs. Hillsdale.
n Heath, R. (2018). Issues Management. The International Encyclopedia of Strategic Communication. 1-15.
n Heath, R. L.; Coombs, W. T. (2006): Today’s public relations: An introduction. Thousand Oaks.
n Holzer, Boris (2008): Turning Stakeseekers Into Stakeholders. A Political Coalition Perspective on the
Politics of Stakeholder Influence. In: Business & Society, Vol. 47, No. 1, p. 50-67.

Literature
n Kaler, John (2009): An optimally viable version of stakeholder theory. In: Journal of Business Ethics, Vol. 86,
p. 297-312.
n Kim, Jeong-Nam; Ni, Lan (2010): Seeing the Forest Through the Trees. In: In: Heath, Robert L. (ed.): The
SAGE Handbook of Public Relations. Thousand Oaks, p. 35-57.
n Ledingham, J.; Bruning, S. (1998): Relationship management in public relations. Dimensions of an
organization-public relationship. In: Public Relations Review, Vol. 24, p. 55-65.
n Leitch, Shirley; Neilson, David (2001): Bringing Publics Into Public Relations. In: Heath, Robert L. (ed.):
Handbook of Public Relations. Thousand Oaks, p. 127-138.
n Mitchell, Ronald K.; Agle, Bradley R.; Wood, Donna J. (1997): Toward a Theory of Stakeholder Identification
and Salience: Defining the Principle of Who and What Really counts. In: The Academy of Management
Review, Vol. 22, No. 4, p. 853-886.
n Pfeffer, J; Salancik, G.R. (1978): The External Control of Organizations: A Resource Dependence
Perspective. New York.
n Philips, R. (2003): Stakeholder Legitimacy. In: Business Ethics Quarterly, Vol. 13, No. 1, p. 25-41.
n Raupp, Juliana (2011): The Concept of Stakeholders and its Relevance for Corporate Social Responsibility
Communication. In: Ihlen, Oyvind; Bartlett, Jennifer L.; May, Steve (ed.): The Handbook of Communication
and Corporate Social Responsibility. Chichester, p. 276-294.
n Raupp, Juliana (2011b): Organizational Communication in a Networked Public Sphere. In: Studies in
Communication / Media. Vol. 1, No. 1, p. 15-36.
n Sedereviciute, Kristina; Valentini, Chiara (2011): Towards a More holistic Stakeholder Analysis Approach.
Mapping Known and Undiscovered Stakeholders from Social Media. In: International Journal of Strategic
Communication, Vol. 5, No. 4, p. 221-239.
n Werther, W.B.; Chandler, D. (2006): Strategic corporate social responsibility. Stakeholders in a global
environment. Thousand Oaks.
n Willer, D.; Lovaglia, M.J.; Markovsky, B. (1997): Power and influence: A theoretical bridge. In: Social Forces,
Vol. 76, p. 571-603.

Literature
§ Hillmann, M. (2017). Issues Management: Risiken erkennen, Chancen nutzen. In: Das 1x1 der Unternehmenskommunikation (pp.
215-230). Gabler Verlag, Wiesbaden.
§ Ingenhoff, D., Borner, M., & Zerfaß, A. (2019). Corporate Listening und Issues Management in der Unternehmenskommunikation.
Handbuch Unternehmenskommunikation, 1-17.

60
List of Figures
§ https://www.linkedin.com/authwall?trk=gf&trkInfo=AQFcWC51Lbe_TQAAAXg6WQ2Q6F6sCigcLr-
KsG8PP19hDrusxoNDmtGwfn6Ufb69Ww-5M87YwByNn-
oAg7M5vL_1OxFL7V5aQa5OJ5hrYLlNfJ6gXtGbbj6gqcfQIiyh8kPeflw=&originalReferer=https://www.google.com&sessionRedirec
t=https%3A%2F%2Fch.linkedin.com%2Fcompany%2Fmercedes-benz-switzerland. Access on 20.03.2012.
§ https://pbr.de/projekte/geschaeftshaeuser-und-banken/rindermarkthalle. Access on 20.03.2012.
§ https://www.merkur.de/verbraucher/edeka-discounter-supermarkt-sortiment-filialen-geschichte-hamburg-leipzig-90058198.html.
Access on 20.03.2012.
§ https://www.stores-shops.de/neueroeffnungen/innovative-technology-limited-niederlassung-deutschland-2/. Access on
23.03.2012.
§ http://nas-sites.org/publicinterfaces/roundtable/events/trust/. Access on 20.03.2012.
§ http://docplayer.org/59613150-St-paulianer-der-ein-schoener-tag-fuer-fluechtlingskinder-fuer-sie-zum-mitnehmen-st-pauli-dom-
hamburg-und-der-rest-der-welt.html . Access on 23.03.2012.

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Business communication and strategic

Prof. Dr. Diana Ingenhoff

24th March 2021

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

03.03 Linking Business and Communication Strategy

10.03. Stakeholder Relations, Corporate Identity and (Online) Branding

24.03. Issues Management

31.03. Crisis Communication

14.04. Social media and Online-Communication

21.04. Integrated Corporate Communication

19.05. GUEST LECTURE: Corporate Public Diplomacy, Dr. Sarah Marschlich

26.05. Controlling and Evaluation

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

> Image and reputation

> Trust and credibility

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

(Bentele & Seidenglanz, 2008)

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Organizations Public Relations Population

(Bentele & Seidenglanz, 2008)

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

You will learn more about:

§ Characteristics of issues and risks

§ The process of news selection by media

§ The growing importance of issues in corporate communication

§ How issues can be identified, selected, prioritized and handled in

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

> Introduction: news selection and risks

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Media public: Pressure of medialization:

§ Significance: cultural, political, geographical proximity; relevance

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Primary risk Operational risk

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Topic or trend inside/outside the organization, comprising an

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

§ Cambridge Analytica data

§ Recent change in EU data

… it is related to the corporation and its activities. 1

… it has potential impact on business activities. 2

… a relevant interest group exists that pushes the issue. 5

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Phase of Phase of Phase of Phase of Phase of

Individual (Public) Matter of Potential claim Concrete Fulfillment of Latent

(Köcher & Potential to influence

Phase of Phase of Phase of Phase of Phase of

Individual (Public) Matter of Potential claim Concrete Fulfillment of Latent

(Köcher & Decreasing influence capability

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UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Coronavirus and masks Phase of

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UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Coronavirus and masks Phase of

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UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff