Archive | November 2011

The Business Case for Public Relations

This summer, the Public Relations Society of America asked me to do a piece for their series on the business case for public relations. It seemed particularly relevant to share with you now as we reflect on 2011 and the communications challenges individuals, companies and universities have faced over the past year. This piece originally appeared here in July. The rest of the series is great, and definitely worth a read.

Paul Argenti is professor of corporate communication at Dartmouth University’s Tuck School of Business, where he has been a faculty member since 1981. He previously taught at the Columbia Business School and the Harvard Business School. He currently serves as faculty director for Tuck’s Leadership and Strategic Impact Program and Tuck’s executive program for Novartis. Argenti has written several books and numerous articles for academic publications and practitioner journals.

His most recent book — co-authored with Courtney Barnes — is titled “Digital Strategies for Powerful Corporate Communications” (McGraw Hill). Argenti is a Fulbright Scholar and has consulted and run training programs for hundred of companies. (Twitter: @paulargenti)

Name:  Paul Argenti

Childhood ambition:
To be a heart surgeon — I was pre-med until junior year in college

Current livelihood:
Professor of corporate communication at the Tuck School of Business

What changed (i.e., how you became interested in public relations):
I couldn’t stand the sight of blood! I changed my college major at Columbia University from biology to English and went into a Ph.D. program at Brandeis University to become an English professor. Jobs for English professors were hard to come by in the late 1970s — I was blessed to find a two-year appointment teaching “Written and Oral Communication” at the Harvard Business School. I needed more education in business, and went back to Columbia to get my M.B.A. in marketing. The two combined made for a good foundation to start my career.

First public relations job:
Assistant professor of communication at the Tuck School

What you know now that you wish you’d known then:
How fast time goes by — the secret of life is learning to enjoy the passage of time

Best piece of advice you’ve ever received:
My mentor in graduate school told me to forget about being an English professor — that was definitely the right choice for me.

Greatest professional accomplishment:
Getting a Fulbright Scholarship early in my career and my textbook, “Corporate Communication” — out in its sixth edition next year

If you weren’t in public relations, you would be:
A jazz pianist — I love music

Desired legacy:
That I helped my students think about changing the world rather than moving another widget out the door

Make a “business case” for public relations:
Communication is the only way to execute strategy. You can’t execute it if you can’t communicate it. If more senior executives thought about that, then they might do things differently.

Steve Jobs: Innovator or Leader?

I spoke to the Tuck School of Business on Steve Jobs as a leader. I argued that while Steve Jobs is one of the most important and influential individuals of our time, he was not the kind of leader or manager that executives should aspire to be like today.

Click here to watch the video.





Occupy Wall Street: Takeaways for Executives

I recorded another video for the Tuck School of Business on why executives should pay attention to Occupy Wall Street. Statistics show an increasing problem with Americans’ lack of trust in businesses. Occupy Wall Street raises issues which corporations should not ignore.

You can watch the full video here.

Penn State: How Not to Handle a Crisis

The Tuck School of Business asked me to speak about Penn State as an example of how NOT to handle a crisis. I recorded a short video that provides three things to think about when embroiled in a crisis, using Penn State as an example: get it out in the open early, have one central point of contact and try to anticipate how the situation will play out.

You can watch the video here.


Read More…

Netflix: In Bad Company

Originally published by the Tuck School of Business at Dartmouth.

Paul Argenti, a professor of corporate communication at Tuck, keeps a short list of companies that have made howling communications and business mistakes. The pantheon features firms such as Enron, BP, and Toyota—the latter for its mismanagement of a large recall in 2009 and 2010. Now one more company joins the ranks: Netflix.

Over the summer, Netflix not only decided to raise its subscription price by 60 percent, but also to split itself into two businesses: one for online streaming videos, and another, ponderously dubbed “Qwikster,” for DVD rentals by mail. The immediate and vituperative reaction in the blogosphere and on Twitter was a grim preview of the official numbers Netflix released in October: between June and September, the company lost 800,000 subscribers and more than $2 billion in market value.

Netflix has since scrapped the Qwikster plan, but the damage is done. Argenti believes these missteps could ultimately lead to the demise of a business that was celebrated not too long ago for its market penetration and ability to cross technological divides with aplomb. The question is: where did Netflix go wrong? Read More…

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