More recently, several additional compounding pharmacies have announced product recalls for a wide range of medications due to similar contamination issues. While the number of people sickened by the tainted medications is still being determined, federal regulators and state pharmacy boards are scrambling for stricter compounding pharmacy rules.

Last year, Congressman Ed Markey (D-Mass.) introduced legislation to strengthen compounding pharmacy guidelines, and plans to reintroduce the bill this congressional session. U.S. senators also have announced plans for tougher regulations, and the U.S. Food and Drug Administration has requested increased oversight to protect patients. Many individual states are proposing their own new laws to prevent similar outbreaks.

For decades the industry has largely evaded the kind of stringent oversight established drug makers face, according to the Boston Globe. The report also stated, “Federal regulators have long been flummoxed by the growth of the compounding pharmacy industry, which is made up of thousands of small outfits that specially mix medicines for patients, along with an expanding class of industrial-scale manufacturers that ship products to health care providers nationally.”

With the industry staring down the barrel of sweeping regulatory changes, compounders are at a crossroads and facing a daunting public relations challenge. Many pharmacies might face guilt by association, and public pressure is being magnified by surprise inspections, increased media scrutiny and more. All the while, compounding pharmacies are receiving a crash course in crisis and issues management.

The bottom line is: if compounding pharmacies have not formulated a crisis communications plan to handle product recalls or immediate problems, they had better “get after it.” Developing and regularly updating a comprehensive crisis plan is imperative – no matter the industry.

Additionally, issues involving increased oversight and scrutiny should serve as a wake-up call for carefully reviewing company guidelines for a product recall. While there are too many examples of poorly managed product recalls to recount here, a story by Peter Vanden Bos of Inc.com about how to survive a product recall is worth the read.

Compounders should also take this opportunity to develop strategic external communication pieces, such as fact sheets, presentations, videos, etc., to differentiate themselves from the companies in question. Collateral/marketing pieces should be tailored to specific target audiences (investors, customers, lawmakers and more) and highlight best practices, use of technology and safety measures. Also, leveraging these materials during individual meetings with legislators, regulators and other opinion leaders is critical, as they are being bombarded with negative press about the industry.

In closing, the near-term PR outlook for the compounders remains dire, but there are several strategies and tactics these companies can implement to avoid becoming another NECC. The overall industry faces an uphill battle for many years; however, if compounders can play a role in crafting beneficial and meaningful regulations that protect patients, it would go a long way in repairing its image.

Image credit: Flickr user Lidor

The story also found that “since World War II, 10 U.S. recessions have been followed by a recovery that lasted at least three years. An Associated Press analysis shows that by just about any measure, the one that began in June 2009 is the weakest.”

Given this dire finding, small business owners are ready to see the light (or economic bliss) at the end of the tunnel. And all the while, competition for goods and services is increasing and the marketplace is evolving at a break-neck speed (think electronic commerce and social media). Many small business owners are asking, “How do I stay ahead of the curve? How do I differentiate my company from the competition while successfully handling daily operations?”

As a public relations practitioner that has counseled many small businesses across a wide range of industries (finance, professional services, technology, telecommunications and more), I have found that a strategic public relations program is one solution. Implementing an effective, highly-targeted PR campaign can not only help increase sales, but help build and strengthen your brand. If maximized, PR can also help with recruiting highly-skilled employees.

Now, I realize some small business owners might say, “I do not have the money or time for a public relations agency or PR staff.” That might be true for some companies.

However, if you are a company that is looking to take its business to the next level, you may already be implementing a number of tactics to raise awareness. You are hustling to develop and maintain social media platforms to increase visibility and interaction among customers. You are being quoted in the media to raise public awareness and recognition of your company’s differentiators. You are securing speaking opportunities at community and professional associations/groups, submitting information for specific awards and rankings, and constantly updating the company website for better functionality and search engine optimization.

If not, you can bet that the competition is merchandising favorable media coverage to prospective customers, leveraging social media channels, and is active in various trade organizations. That is why it is imperative for small business owners to never underestimate the marketplace.

Further, it is critical for public relations programs to constantly move forward. Without constant and consistent effort and engagement, not only will you lose hard-earned momentum with target audiences, but marketing collateral becomes dated, media contacts change, social media features lose effectiveness, etc. – all leading to substantial cost and time to restart the process.

It is also important to remember that public relations initiatives need to be tailored to specific audiences. In public relations, there is no “one size fits all” approach. For example, some existing and potential customers – depending on the industry – might be good targets for an expansive, highly-integrated social media campaign. Others might rely upon trade publications as a valuable source for information, meaning favorable news coverage in those magazines could help generate new business.

Public Relations is all about the bottom line and a company’s brand. If executed successfully, a clearly defined public relations program offers small businesses a way to constantly reach customers and prospects with clear, concise messaging – messaging that accentuates differentiators and expertise. Without continuous outreach and visibility, your small business might be just another name in a crowded marketplace.

Earlier this year, the Environmental Protection Agency issued its first set of guidelines to address air pollution associated with fracking. Meanwhile, elected leaders in shale-rich regions are growing more wary about the issues – thanks, in part, to concerned constituents and lobbying efforts of well-funded opposition groups. But it’s not only about politics; it’s the public perception of utilizing fracking to tap into once unreachable natural gas.

Hydraulic fracturing is a process that requires large volumes of water and sand, and a smaller amount of chemicals. The high-pressure mixture is injected into drilled wells and the fluid fractures shale rock located deep underground. This process unlocks natural gas and has created an energy renaissance (of sorts) throughout the country and world.

Opponents of fracking claim the process increases harmful air emissions, contaminates drinking supplies and leads to other environmental consequences. Even though natural gas is the cleanest burning fossil fuel and is readily abundant for many years, opponents continue to hammer at the lack of regulation, disclosure of chemicals used in the process, and want taxes on exploration companies to ease the impact on communities (for infrastructure needs and repairs). Opponents have also pointed to several accidents that have occurred in recent years.

Toward that end, opponents have mobilized local grassroots coalitions, social media campaigns, scientists, legal experts, lobbying help and more to curtail or potentially end this modern-day gold rush. While opponents execute a multi-pronged, simultaneous campaign, the industry continues to hang its hat on lobbying efforts and positive economic impact to local communities.

Unfortunately, this approach is the quickest way to lose public support and trust. Don’t get me wrong, the positive economic story is a great piece of the overall campaign, but it is a small part of a much larger strategic approach needed to win the war.  As a PR practitioner who has counseled clients on large environmental issues (energy, utility, landfill and transportation projects), I have witnessed first hand the importance of an aggressive, educational campaign.

Simply put, the industry should have kicked its PR offensive into overdrive long ago. Talk is growing cheap about jobs and positive economic impacts, and it is time for oil and gas companies to fight fire with fire. It is difficult to maintain support for a project when citizens keep reading misinformation – that goes uncorrected – from opponents that have a clear and biased agenda. Granted, many citizens have legitimate concerns about fracking’s impact, and those issues must be addressed accurately and promptly.

In fact, these individual situations serve as perfect opportunities for companies to dig deep on a local, personalized level to educate residents, win support and maintain public trust. In many instances, the industry continues to miss out on golden opportunities to educate about process, safety and environmental measures.

This PR war is not going to be entirely won inside the Beltway, via social media or in the press. The only way oil and gas companies will be able to stem the growing tide against fracking is by rolling up their sleeves, digging in and winning the PR battles in each community. Until they do so, expect to hear industry executives keep saying, “We’re late to our own party,” “The opposition is out in front,” or “We have to win back public trust.” By then, the opposition may have won the battle of perceptions – squashing another affordable and reliable source for energy. Just ask the coal industry.

(photo credit:  Wall Street Journal)

That’s why last month I was very upset to learn that popular fishing guide and television host Jose Wejebe, 54, died in a single engine plane crash in Everglades City, Fla. Simply put; there will never be another angler/person like him.

Like many during the mid-1990s, I would watch his early morning Saturday TV show, The Spanish Fly, on ESPN. Whether he was fly fishing or using conventional gear, Wejebe found the bite and caught and released numerous magnificent fish. And needless to say, his show provided plenty of inspiration to have similar experiences in the Gulf of Mexico, Intercoastal Waterway and bayous. His enthusiasm was contagious, excitement genuine and skills unparalleled; thus a brand was born.

Wejebe developed a loyal following through his TV show, and numerous corporate sponsors took notice. At the time of his death, his list of sponsors included a who’s who of the fishing industry – e.g. Costa Del Mar, Mercury Marine, Hell’s Bay Boats, Shimano and more. Companies believed in him, which was evident by the longstanding sponsorships he maintained with them.

In some instances, Wejebe actually helped improve the products of the companies that sponsored him. For example, Chris Peterson, president of Hell’s Bay Boats in Titusville, Fla., noted at a memorial for the angler, that Wejebe was “always trying to make the boats better and better and helped us push the envelope.”

Wejebe not only caught fish and entertained millions of fishing enthusiasts, he also dedicated a considerable amount of his time and expertise to numerous charitable causes. According to an article in Saltwater Sportsman by Pete Johnson, Wejebe donated “hundreds of hours to causes not only involving conservation, but especially those for children such as Make-A-Wish, Big Brothers and Big Sisters, and the Redbone Celebrity Tournament Series raising funds for cystic fibrosis research.”

One of my favorite stories, as told by reporters Johnson and Brian Milne, was the one involving Christian Goodpaster, a young cystic fibrosis patient from N.C. Goodpaster, who was waiting for a double lung transplant, was granted a Make-A-Wish trip to fish in the Redbone tournament with his TV idol Wejebe. According to reports, they became “instant buddies.” Several years later, Wejebe invited Goodpaster, then a college student, to fish on his TV show.

“It’s not always easy to be strong but if you keep your faith and a smile on your face, it will take you farther than you ever imagined. Live your own life doing the things you love the most and you’ll look forward to tomorrow. A day where more memories can be made. For me fishing has been my cure. Not just a way of life, but puts life back into me.”

In an unprecedented response, NFL Commissioner Roger Goodell suspended Payton for the entire 2012 season without pay, Loomis for the first eight games of the season without pay and Vitt for the first six games without pay. All three individuals are filing appeals, but they are not expected to receive a reduced punishment. As for Gregg Williams, the former Saints defensive coach who jumped this year to the same position with the St. Louis Rams, he is not appealing his indefinite ban from the league. During the investigation, Williams admitted to league officials that he was responsible for running the program.

Keep in mind; the Saints were once considered the “feel good” story of the NFL. The team and city rose from the floods of Hurricane Katrina and a few years later won its first ever Super Bowl. During that championship season, “Saints defensive captain, Jonathan Vilma, offered $10,000 to any player who knocked then- Minnesota Vikings quarterback Brett Favre out of the NFC Championship Game.”

Another interesting aspect of the investigation was Payton’s repeated denial of the program and how he encouraged coaches to lie to NFL officials. Based on the facts of the case (emails, statements, etc.), Payton should have been suspended indefinitely.

Payton had ample opportunities to end the program, but instead he focused on making sure his two defensive assistants, Williams and Vitt, had their “ducks in a row” and were able to mislead investigators. It was also noted that Payton received an email from a close associate that stated in part, “PS – Gregg Williams put me down for $5,000 on Rogers (sic).” The associate was obviously referring to Green Bay Packers quarterback Aaron Rogers and the bounty was eventually confirmed by Payton.

From a PR perspective, the Saints image has obviously suffered, as the team lied to league officials and condoned intentionally injuring players. While the Saints missed plenty of opportunities to make it right, the organization’s public statements following the announcement were adequate. However, star quarterback Drew Brees’ tweet immediately after the NFL’s ruling was absurd.

Brees tweeted, “I am speechless. Sean Payton is a great man, coach, and mentor. The best there is. I need to hear an explanation for this.”

First, the explanation was in the detailed, lengthy press release issued by the NFL. Second, it was a three-year investigation, so it cannot be that shocking. Third, Payton was told to put a stop to it and didn’t. Don’t get me wrong; Brees is regarded by many as a great person on and off the field, but he got it wrong.

In closing, at least the NFL got it right, as the punishment fit the crime. For the Saints to regain the trust of the league, fellow players and public, they need to seriously ramp-up their own PR efforts about player safety and sportsmanship. At a time when player safety (especially head injuries) is paramount, the Saints should help lead the way with additional programs, community events, etc. about safety and sportsmanship.

First, the initial investigation of Sandusky began in 2008; meaning Penn State could have assembled a PR/crisis communications team to help manage the pending meltdown. Also, a crisis plan for the university should have been developed long before the investigation and updated on a frequent basis. If there even was a crisis plan, it was either poorly developed or never implemented.

Additionally, any initial statements issued by the university should have declared decisive and exhaustive action to make matters right. Instead, university officials initially defended athletic director Tim Curley’s and senior vice president Gary Schultz’s handling of the allegations made against Sandusky. Keep in mind, these administration officials, like Paterno, chose not to report the alleged sexual abuse to the police. It also should be noted that former university president Graham Spanier and Paterno released widely panned statements saying they should be released of any wrongdoing.

Toward that end, it appears Penn State’s external messaging has improved very little since the scandal broke. At an alumni town hall meeting last month in Philadelphia, university president Rodney Erickson said the school’s crisis can be blamed on one person:  Jerry Sandusky. He also claimed this is Sandusky’s scandal, not Penn State’s. Further, Erickson proclaimed to the crowd, “We’re not going to let what one individual did destroy the reputation of this university.”  

Erickson’s statements echo the same denial and shortsightedness that landed Penn State in hot water. I think most would contend the chain of events leading up to the sex abuse scandal was a systemic failure of epic proportion. The continued failure to acknowledge ownership means the university still does not get it from a PR perspective.

Also at the town hall meeting, an alumnus feared the worst was not over for Penn State. She said, “The school wasn’t prepared for the media crush that followed the arrest of Sandusky and the school officials [for perjury] and doubts they’re preparing now for their trials.” If Penn State has not learned anything about the past several months, they had better get busy developing an actionable, comprehensive crisis plan, message points for spokespersons, collateral, etc. to handle the next media circus that assuredly awaits them.

One would think Boeheim might tread carefully following this horrific string of media reports. Instead, Boeheim’s ego and 45 year friendship with Fine prevented that from happening. For days, Boeheim painted the accusers as liars and actually dismissed the allegations as “a bunch of a thousand lies.”

He also told the Syracuse Post-Standard: “The Penn State thing came out and the kid behind this is trying to get money. He’s tried before. And now he’s trying again. If he gets this, he’s going to sue the university and Bernie. What do you think is going to happen at Penn State? You know how much money is going to be involved in civil suits? I’d say about $50 million. That’s what this is about. Money.”

Boeheim also proclaimed, “I am not Joe Paterno,” – meaning he did not know anything or aid in a cover-up (unlike Paterno). As the story continued to unfold, he acknowledged that he did not have all the facts of the case; yet that did not slow his dismissal of the accusations.

As a PR professional, I find this last statement especially interesting for several reasons. In the time of a crisis (which this qualifies in my opinion), immediately obtaining all the facts is paramount. Without them, you are doomed and have zero credibility moving forward. Regardless of how fast the crisis evolved, the university and Boeheim needed to roll-up their sleeves, dig deep for information, get the messaging right and then brief the media and public. After that, additional statements or briefings could occur on a case-by-case basis, if at all (due to the ongoing investigation).

Syracuse head coach Jim Boeheim reacts after apologizing for statements he made earlier about the Bernie Fine sexual abuse case - Source AP

Plus, why did the university give Boeheim carte blanche to run his media relations campaign? By not reigning in Boeheim and having him apologize right away for his statements, they only dug their collective PR hole deeper. His statements not only backed him into a dire situation, but it damaged the university’s brand and reputation.

Boeheim has since apologized for his comments and announced his intention to take a more active role in the McMahon/Ryan Child Advocacy Center in Syracuse. This is after Boeheim and his wife Juli reportedly gave more than $20,000 to the advocacy center this past summer and where she serves as the co-chair for the center’s fundraising campaign. Given his alleged prior involvement with the organization, one would think Boeheim would have been more cautious and sensitive with his remarks about the accusers.

Suffice to say, Boeheim has to deliver a concerted, genuine effort to recapture his credibility and the respect of many, and based on his prior actions it will be interesting to see what happens as the story unfolds. Boeheim might not be Joe Paterno – like he claimed – but his insensitive, egotistical comments nearly landed in the same place as Paterno – fired.

While many investors are scrambling to flight-to-quality opportunities, market volatility (see Yahoo! volatility chart) creates several opportunities for investment firms, financial advisors and financial institutions to ramp-up marketing and public relations efforts. Many investors are uneasy and looking for advice, and now is the time for advisors and firms to position themselves as the go-to expert in this very uncertain market.

Granted, many advisors and firms are focused mostly on shoring up clients’ life savings and internal operations during volatile times. Nevertheless, financial planning professionals and firms can increase their visibility while offering sound investment advice to existing and prospective clients.

First, why not position an advisor or market strategist as the calm, educated voice of investment reason to the media? Business reporters are always looking for prompt and informative sources to be quoted on breaking news. The coverage will not only increase awareness and recognition, but it serves as a great way to merchandize an advisor’s or firm’s knowledge.

Another potential opportunity is to establish new channels of communication (such as frequent, quick client notes, investment snapshots, etc.) to share market news and strategies, company announcements and more. Depending on the focus, select media and prospective clients could be added to the distribution list. Other ideas include establishing a social media presence on Facebook, Twitter or LinkedIn to disseminate information to target audiences.

In closing, while volatile markets provide many marketing and public relations opportunities, it should not take major financial crises to find new ways to increase awareness and visibility. Building an advisor’s or firm’s brand and increasing recognition among target audiences should be evolutionary and strategic. Unfortunately, the real challenge that most encounter is making it a priority and remaining consistent. Will you?

Most recently, the public was witness to former Congressman Anthony Weiner’s (D-N.Y.) exploits on Facebook and Twitter (see image left by ABC News). He admitted to “several inappropriate” electronic relationships with women and he publicly lied about a photo of himself sent over Twitter to a college student. Not to be outdone, his former Congressional colleague Chris Lee (R-N.Y.), e-mailed a shirtless picture of himself to a woman he met through Craigslist. While not social media-related, the outcome was still the same. Both Congressional leaders were forced to resign amid scandal and shame.

Elected leaders are not the only ones prone to social media mishaps; celebrities contribute their share of memorable blunders. Longtime NBC weatherman Al Roker landed in a mess when he took pictures of potential jurors “on his iPhone and — in violation of court rules — posted them to his Twitter page.” What about comedian Gilbert Gottfried, the former voice of the AFLAC duck, and his Japan jokes – via Twitter – following the earthquake and tsunami that devastated the country and killed thousands? His poorly timed tweets cost him a job and sparked outrage at his level of insensitivity. And finally, celebrity blogger Perez Hilton stepped into trouble when he posted an unflattering wardrobe shot of Miley Cyrus and then commented on her promiscuous behavior of late. As Joyce Eng of TV Guide reported, “Unlike most celebs, Hilton wasn’t remorseful, saying he would do it again (he did, tweeting another photo a week later). But the racy shot cost him an advertiser in ABC and had him possibly facing child pornography charges since Cyrus was underage then.”

Unfortunately, large companies and non-profits are not immune from social media issues either. Companies such as Kenneth Cole, Domino’s and Red Cross have recently experienced major backlash from inappropriate social media posts. Chrysler, through a contracted social media agency, posted an obscene tweet to the automaker’s Twitter page. Chrysler apologized saying the employee responsible for the tweet had been fired. According to the company, the tweet was meant to appear on the employee’s personal Twitter account, rather than on Chrysler’s.

Now understand, I am not making light of these social media disasters; I just wanted to point out that in this fluid, digital age that everyone is watching and listening more than ever. Brands and reputations are at stake with nearly every post, tweet, etc., and to recover (if ever) from one of these missteps could be very costly and time consuming – just ask the aforementioned politicians, celebrities and companies.

In my last blog post, I analyzed the role that social media played during the devastating earthquake and tsunami in Japan. Given the level of success social media has achieved abroad during recent natural disasters, I was curious to see how connected and reliant parts of America are to social media outlets following a natural disaster.

Not surprisingly, parts of the country – in the wake of the recent twisters – are effectively utilizing and relying upon social media just like the bustling metropolis of Tokyo did after the earthquake. The connectivity was reliable and the volume of usage remains extremely high.

After the recent Joplin, Mo. tornado – which killed more than 130 people with many still missing – social media has proven, yet again, to be an effective tool in the wake of disaster. Blogger Kim Stephens might have put it best; social media has five key roles in disaster response and recovery.

First, it allows people to document the actual event – via messages, pictures, videos, etc.   A recent Fast Company story about the Joplin tornado confirmed this belief by stating local impromptu journalists started filling the news void with posts on Facebook, Flickr, Twitter and YouTube, as local news media were overstretched and networks raced to the city.

St. John's Regional Medical Center

Secondly, social media provides updates to family and friends that loved ones are safe. The Wichita Eagle reported people were posting on social media sites “that they and their families are OK.”The websites can also help start and facilitate the search for missing people. For example, the Tulsa World reported that someone posted, “There are people posting on FB [Facebook] that they are alive and wanting to be rescued from a trailer park behind Flying J near 32nd St. If anyone can reach them, they have no way out and no food or water.”

Additionally, social media sites can function as a resource on “where to get/give help,” as Stephens reports. Finally, the sites help affected residents recover lost items, such as family belongings, pets, company files and more. In Joplin, the St. John’s Regional Medical Center – which was destroyed by the EF-5 tornado (top winds of more than 200 mph) – is communicating via Facebook to retrieve scattered hospital files and data.

The bottom line is these sites continue to provide a real benefit to many – especially those dealing with the aftermath of devastating natural disasters.