How to BP (Be Proactive) helping gulf restoration

This is, of course, ostensibly a marketing blog, so my thoughts and comments thus far (my last blog post, in fact) have focused on the PR/brand implications of BP’s pathetic PR response to the Deepwater Horizon disaster. (Since I posted that blog entry last week nothing has changed. In fact a few days ago, BP’s CEO Tony Hayward hit a new low by saying that he “…wants this to be over so I can get my life back…” as if he was more impacted by the disaster than the eleven men killed in the explosion and the thousands of gulf residents who have subsequently seen the destruction of their livelihoods.) It’s taken a little time for it to come ashore, but on Friday Pensacola, Florida residents saw the first tar balls wash up on shore, and of course Louisiana – and their state bird, the once – and now once again – endangered Brown Pelican, have been effected the worst.

PR aside, at some point we have to step in where BP's platitudes do not. However, not all of us can race to the gulf to wash birds with Dove detergent, but alternatively, here are a few links that will accept your donations:

• Adopt a pelican International Bird Rescue Research Center (IBRRC)
• Donate to gulf restoration through the NWF (National Wildlife Federation)
• Help fishermen and the Louisiana seafood industry via protect our coastline.org: Also donate by texting ‘gulf’ to 77007

Oh, and one last thing: In spite of media coverage to the contrary, no one wants your hair: So you can keep your locks, Repunzel.

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• Pelicans, Back from Brink of Extinction, Face Threat From Oil Spill (nytimes.com)

BP media mis-steps: Incompetent PR or arrogant leadership?

I can’t help but consider the past six weeks of corporate responses from BP regarding the Atlantis Platform disaster. The initial response in the first week was bad enough to warrant a typical blog entry about proper PR, compare the obvious textbook Tylenol case, but I thought that too banal. Yet as time passes, the official responses continue to be not only awful, but awful in a colossal, ongoing, repeating, self defeating, ignorant sort of way that underscores that BP executives are far better at talking than listening. Or doing.

The spill in the Gulf is now the largest ecological disaster ever in the United States. (BP needs to thank the gross incompetence that led to the tragedies and human toll at Bhopal and Chernobyl for keeping them off the top of the ‘worldwide’ list. For now.) So let us consider for a moment what it must be like at BP headquarters:

Consider the boardroom dialogue at HQ that allowed BP CEO Tony Hayward to say to a UK newspaper that “The Gulf of Mexico is a very big ocean. The amount of volume of oil and dispersant we are putting into it is tiny in relation to the total water volume.”

What of the urgent meetings among top executives that ended with the suggestion that BP stick to initial estimates of 1,000 barrels per day of leaking oil, when many independent experts were saying up to 20,000? Did they think the public – including experts in flow measurement – weren’t ever going to find out?

What of the casual water cooler conversations between cubicles where idiotic comments that the company “doesn’t know how birds and marine life have died” were allowed to be shared – and then implicitly encourage public opinion pieces about how the wildlife damage is minimal – “only being a little oil on a couple bird’s wings”.

Not to mention apparently very little comment regarding the eleven men who lost their lives when the platform exploded. (The media is complicit in their attention to the ‘pipe cam” over the human toll.)

There are more examples. Many, many more, as the list of mis-steps is as long as the oil slick is wide. But can we blame the PR team? Well, insomuch as an OIL COMPANY apparently had no, or a poor, or not agreed upon, disaster response process in place, yes. But even at that, it is often the corporate executives, regularly relegating PR (and marketing) to the back of the bus and out of the boardroom, that are likely to blame here. Instead of allowing these critical communication professionals to help manage the disaster communications, designate executive spokespeople, and align messages, BP simply sent employees a reminder of the Non-Disclosure Agreements in their contracts and then continued blathering unbelievable statements like a five-year-old caught with their hand in the cookie jar.

Until the disaster, the BP marketing and public relations team was doing an excellent job redefining BP (which holds the worst safety record in the industry), as a leader in eco-friendly oil production and alternative energy. But corporate PR can only do so much. Eventually, words must be backed with action if a brand makeover is to ‘stick’.

Even at BP, I suspect their PR professionals understand this. Unfortunately, their executives never have.

...dogs and cats living together - mass hysteria!

Along with this post's title, one of my favorite movie quips, offered in deadpan delivery by Howard Ramis in Ghostbusters, is "Sorry, Venkman, I'm terrified beyond the capacity for rational thought."

Yet this is a lot of what we've been hearing lately from colleagues and pundits. But this isn't the End Of Days brought about by the Sta-Puft marshmallow man, but rather it is a long overdue reminder to focus, work hard, live within our means, and reprioritize.

While things will change over the next days and weeks, and some of it may perhaps eventually change my tone in this post, right now I'm not seeing a lot of bad news so much as a lot of fear and uncertainty, and opportunity always arrives with uncertainty. Buy into the fear and sell into the optimism. It's Warren Buffett's approach for the markets and should be all marketers' as well. Our response to a difficult situation changes our ability to handle it.

No doubt, things are going to stink in the near term, because marketers have by and large never properly positioned themselves or the function for the key role it should assume during a market slowdown, opting instead to stammer defensively and nervously paint lambs blood above our office doors. Still, a ten trillion dollar debt should worry us. The potential for a nuclear Iran is disurbing. Climate change has me checking under the bed for the bogeyman and Al Gore.

But this? Nothing that a little ingenuity and informed strategic thinking can't overcome. Now is not the time for marketers to be running for the exits. Companies that spend this time looking for greater efficiencies and new approaches will maintain in a slowdown and position themselves for exceptional share growth when the money starts flowing again.

There are a number of studies to support this. Download a few. Discover specific ideas. Seek knowledgeable advice. Recalibrate.

Smile.

The first time as tragedy, the second time as farce

This, from the New York Times:

"...nearby was Anton Zimin, 26, an advertising copywriter, who said he was quite familiar with (a recently deceased novelist, radical, and historian) but doubted that others in his generation were. He said people his age have lost touch with the struggles of their parents and grandparents.

"The problem is that now, it's all about consumption - this spirit that has engulfed everybody," Mr. Zimin said. "People prefer to consume everything, the simplest things, and the faster, the better."

The radical author to which the 26 year old refers is Solzhenitsyn. The consumerism he laments is not American, as the young copywriter is Russian. He speaks of the consumerism of Russia.

In this age of instant gratification and the global village of modern communication, what it took America to bring upon itself in 50 years of mass consumerism, Russia has done in half the time. In the dog years that technology offers, I figure they'll be mirroring our insurmountable national debt, credit crisis and housing crunch by next May. Sarcasm aside, there have always been those who looked to burgeoning economies abroad and spoke of the opportunities to be had there - and these still exist. Moreover, so do opportunities to do it better this time, correct old mistakes, and find new solutions. Unfortunately, between China's dismal environmental record and Russia's corruption, this opportunity may already passed for those countries' leaders, but not yet for the companies looking to build a better world there, and back here at home.

And now for something completely different.

Unrelated to my usual marketing rants, here's a little something we may want to think about next time we reach for a bottle of water (credit Arthur Caplan, PhD):

1. Water bottles are of plastic or glass. Both are heavy and costs a bundle in oil to ship
2. About 2 million tons of plastic was used to make bottles for water last year (Plastic is a petroleum product)
3. In the U.S., billions of bottles a year get thrown out. Even if recycling, it costs bundles in gas to haul old bottles to recycling facilities
4. Bottled water is being promoted by global sugar water concerns and boutique outfits who are leveraging our thirst for purity to offset losses in soda
5. According to Beverage Marketing Corp., bottled water consumption has doubled in the US in the past decade. Americans now drink more water from bottles overall than any other nation. Note, however, that we are only tenth among the 'enlightened' nations of the world in drinking bottled water per capita, trailing Italy, Mexico, Spain, France, Germany and Switzerland

Okay, so you aren't a lefty enviromentalist and are far more pragmatic and rational than your left-coast Hollywood elite types who worship at Al Gore's pennyloafers. Then think of this: Why pay dollars per gallon for bottled water packaged with a cool logo when you can get pure tap water for pennies? This ain't Mexico City.

In other words, if you want to do something to really reduce global warming and cut down the earth’s pollution burden, or even lower our dependence on foreign oil, stop buying bottled water.