PAINTING THE BIGGER PICTURE OF SHELLCase Study: Shell Company of Sri Lanka The Challenge The Shell Company of Sri Lanka, which acquired the previously government owned LP gas business and embarked on a programme to invest in and develop gas storage facilities and domestic gas distribution in Sri Lanka was constantly under attack from the media, politicians and consumer opinion on rapidly increasing gas prices. Given its initial monopoly and dominant status in the market, Shell was under intense scrutiny and pressure from all these groups. Our task was to combat the negative image and publicity Shell was getting as a result and build a better perspective to safeguard Shell's reputation. The Strategy and Program Our strategy was to set Shell's activities in Sri Lanka within a broader perspective, painting the "Bigger Picture" of Shell - featuring its worldwide standing and diverse activities beyond gas supply, its pioneering work through its solar panel "Renewables" programme for deep rural electrification, and its "Livewire" young entrepreneur development programme. A specially produced TV documentary and Q&A series with a studio audience and advertorials were the main means of communication. At the same time, we directly and aggressively addressed the "gas prices" issue through a variety of means ranging from media articles, responses to adverse news reports and attacks, advertorials, stakeholder conferences, and theQ&ATVprogramme.We also rallied and re-oriented Shell's dealer network. The Results A MORI survey showed that Shell's image has improved significantly from its previous low. Shell was seen to be responsive and actively protecting its reputation. It was challenging unfair rulings from authorities and courts. It had built a group of informed stakeholders. The attention to the issue of gas prices was being deflected away from Shell alone to other players CORPORATE IMAGE BUILDING Case Study: Ceylon Tobacco Company The Challenge CTC's image had suffered in recent years due to a number of factors, and top-of-mind recall as a leading company had declined from a previous 76% to 17%. The Company was also under constant attack by the anti-tobacco lobby. Our task was to establish positive perceptions of CTC among its target publics (including government, corporate leaders, stakeholders and the general public), by publicising a new story that would enhance CTC's image and underscore the Company's and the tobacco industry's overall importance to the national economy and CTC's invaluable contribution to the rural sector through employment, lifestyle upliftment and conservation. The Strategy An image-building campaign using advertising and editorial publicity was used to increase community awareness and reinforce CTC's position as a concerned industry leader for the upliftment of rural lifestyles and conservation of the environment. Activities included interviews with CTC management and employees, tobacco farmers/barn owners and retailers on the positive impact of CTC in the enhancement of rural and community lifestyles. The Results The campaign was researched on conveyance of the messages and changes in perceptions of the Company against a pre-campaign benchmark. The research showed very significant positive shifts in the perception of the Company and its contribution to the country, and that the campaign messages were well understood and believed. RECRUITMENT, RETENTION & PERCEPTION CHANGECase Study: Joint Apparel Association Forum(JAAF) and Ministry of Trade & Commerce The Challenge Counter negative impact on Sri Lanka's No. 1 export industry due to withdrawal of GSP +, resulting in job losses and factory closures and re-inforce confidence & positive image of apparel industry to retain and recruit workers and counter existing derogatory references to the industry and its female workers. The Strategy A strong stakeholder engagement campaign with districtwise factory visits featuring TV stars as guest speakers who engaged with employees at group discussions were arranged. Institued an "Apparel Star" talent search at factory level where finalists performed in regional mega shows for peers, family & public in the presence of VIPs & KOLs. Roadshow with propaganda team on village to village recruitment drive. Newsletter to share campaign progress & human interest profiles and editorial media coverage in mainstream & tabloids on industry, campaign updates, human interest stories, coverage of talent search and roadshow etc helped up the image. The Results High level of motivation & enthusiasm among present employees with enhanced retention and new recruit- ment of over 3,000 within an eight month period.