The One-Two-Page Executive Memo

1. The One-Two-Page Executive Memo J454 Public Relations Campaigns April 17, 2013

2. The Era of the 20-Second Bite “The way in which information is exchanged so quickly has forever changed the way in which people want to consume information. They demand that things be condensed into 20-second sound bites. With complex problems, this is exceedingly difficult, but to be an effective communicator and leader you need to be able to condense complex items down to the core and be able to do this quickly.” – Tony Blair, former UK Prime Minister.

3. Demanded One-Page Decision Memos Eisenhower/Churchill/Reagan

4. White House “Round-Tabling” • One-or-Two-Page Memo 1. The issue 2. The facts 3. The reasoning 4. The recommendations

5. Which is Better? • Present executives/leaders with a 70-page memo that they will at best skim? • Present executives/leaders with a one-or-two page memo that they will read more than once?

6. Composing Your Two-Page Memo • Write to the client(s) • What is your conventional/social media philosophy? • Primary/Secondary research to back your assertions • What is the intended result? • Submit Recommendations/Think ROI

7. The Two-Page Executive Memo • Write your memo to your client lead(s) • Back your assertions with research/No Plagiarism • Exploration of the organization’s website, history, commentaries, mission, social media activities • What media projects will you undertake? Why? • What are they doing? • What are recommendations for improvement?

8. One-Two-Page Memo Techniques • Single-space, 10-12-point font • Flush Left • Use bullets/subheads • Make every word count • Think strategic, not tactical • Need to know, not nice to know

9. Two-Page Must Do’s • Spelling, Spelling, Spelling (e.g. Client Name) • One-grade mark-down for misspelled names or proper nouns (e.g. “Barrack” instead of “Barack”) • Do not over rely on spell checker (e.g., “pubic” as opposed to “public relations”) • AP Style: Numerals for numbers one thru nine; digits for 10 and above • Exception: $4 million • Exception beginning of sentence: “Four factors…” • “Over” as opposed to “More than”

10. Callaway Golf • May 3, 2008 • To: Steve Kaufman, Callaway Canada Managing Director • cc: Wayne Mallette, Callaway Canada Director of Performance Management • From: Kevin Brett • Re: Callaway Golf Canada, Ltd., Strategic Plan, Recommendations and Timetable • Thank you for the opportunity to comprehensively examine all facets of the business of Callaway Golf Canada, Ltd., a wholly owned subsidiary of Callaway Golf Company (NYSE: ELY).. I am pleased to provide you with a confidential and privileged business assessment, proposed strategic development plan and a corresponding timetable for your immediate consideration. • Callaway is well positioned as a pure-play innovator, manufacturer and service provider in the ultra-competitive golf equipment space. The company in recent years has skillfully leveraged game-changing technologies, benefited from the equity of its Callaway Golf, Odyssey, Ben Hogan and Top-Flite brands, and developed unique one-to-one relationships with passionate golfers by means of its countrywide team of Mobile Performance Consultants (MPC). Callaway has also carefully selected its internationally renowned professional golf ambassadors from all major tours, generations and genders including Phil Mickelson, Morgan Pressel, Annika Sorenstam, Ernie Els and Gary Player to advance its portfolio of global brands and to bolster its reputation.

11. Sony Video Games • April 12, 2011 • To: Sir Howard Stringer, Sony Group Chairman, President and CEO • Mr. Kaz Hirai, Sony Group Executive Deputy President • From: Kevin Brett • Re: Sony Corporation Strategic Plan (Video Games) • Thank you for the opportunity to present to Sony Corporation (NYSE: SNE) a confidential and privileged business assessment, proposed strategic corporate development plan and implementation timetable for your consideration. All of these recommendations are intended to reposition Sony’s video game business, including the PS3 and the upcoming portable NGP video game player. • As you are justifiably proud, Sony Corporation owns one of the most valued and respected international brands and a global reputation for excellence in the innovation and development of break-through consumer electronics products. • We are providing this assessment against a backdrop of flat revenues, declining net income(loss) for Sony in the last three fiscal years; $78.4 billion, $3.2 billion in FY ’08, $77.0 billion, ($986 million) in FY ’09 and $78.1 billion in FY ’10 ($442 million). Clearly, the overall business is under pressure as a result of the global recession, the continued economic stagnation in Japan and intense competitive pressures. Even though Sony has a well-earned reputation for market changing products, including the PlayStation, Walkman, VAIO and Blue-Ray, we are focusing today on Sony’s future plans regarding its underperforming video game business.

12. Extending LG’s China Strategy to Developed Nations • May 19, 2007 • To: Mr. Nam Woo, President of LG Electronics • From: Kevin Brett • Re: Developed Markets Strategic Plan, Recommendations and Timetable • As the President of LG Electronics China, you have been successful in implementing a long-term strategy that has leveraged the company’s international brand identity, smart innovative technologies, reputation for reliability and service and a commitment to local communities to establish an enduring competitive advantage in the world’s largest market. • Similar, but certainly not the same, strategies have been undertaken by the company in other developing economies (e.g. Brazil, India and Russia) with hard-earned but equally satisfying and lucrative results. The question that you have posed to Brett International Management Consulting (BIMC) is whether LG’s success in developing nations can be extended to ultra-competitive developed markets including the European Union (EU), Japan, and the United States. • BIMC is making its recommendations to LG with a complete understanding of the disturbing economic warning signs in the company’s most recent financial statement. Revenues have declined in the last two years from KRW 24.6 billion in 2004 to KRW 23.1 billion last year. Company SG&A expenses remain unsustainably high at KRW 4.91 billion. The most alarming trend is the company’s plunging net profit, down more than two-thirds year-over-year from KRW 703 billion recorded in 2005 to only KRW 212 billion in 2006.

13. Using Subheads and Bullets • Focused End Markets • ● Exploit LG Electronics international reputation for innovation, particularly in LCD and plasma HDTV, reliable appliances (e.g. washers and driers), cell phones/other portable devices and air conditioning units. The company has been extremely adept at customization that reflects and responds to local market needs. This same focused approach should be applied to the EU, Japan and US markets, searching for segments in which LG can fill voids, serve niches and fully capitalize on its global excellence in R&D. Begin in FY 2007. Corporate oversight of local subsidiaries. • ● Establish LG wholly owned subsidiaries (e.g. LG Electronics USA, Inc.) in developed markets, the same model that is has successfully employed in developing markets. Emphasize hiring and retention of local managerial talent that understands the overall business strategy, but at the same time has demonstrated a keen appreciation of local market requirements. Afford sufficient autonomy to these managers to service the business. Begin no later than FY 2008. Leadership by Subsidiary CEOs reporting to LG Electronics CEO. • ● Develop supply, distribution and partnership relationships with local players in target geographies (e.g. Best Buy, Microsoft, GE) and even avenues for “coopetition” with companies, such as Qualcomm, in the CDMA space. Establish a network of sales, R&D and operations centers in developed nations in localities that make economic sense (e.g. Huntsville, Alabama). FY 2007. Leadership by developed market subsidiaries. • Market Conditioning

14. Page Three: References • References • Austin, J.E. & Reavis, C (2004, May 1) Starbucks and Conservation International, Harvard Business Review, 9-303-055, Pages 203-230 • CNBC, 2011. Starbucks Corp, SBUX: NASDAQ. Retrieved from http://data.cnbc.com/quotes/sbux • Cohen, R. (2011, April 20). Corporate social responsibility and Starbucks. The Non-Profit Quarterly. Retrieved from http://www.nonprofitquarterly.org/index.php?option=com_content&view=article&id=11466 • Conservation International (2011). Explore Team Chiapas. Retrieved from http://www.conservation.org/how/team_earth/chiapas/Pages/team_chiapas_overview.aspx • Edelman Public Relations, (2011) 2011 Edelman Trust Barometer findings. Retrieved from http://edelman.com/trust/2011/uploads/Edelman%20Trust%20Barometer%20Global%20Deck.pdf • Karnani, A. (2010, August 23). The case against corporate social responsibility. The Wall Street Journal. Retrieved from http://online.wsj.com/article/SB10001424052748703338004575230112664504890.html • Starbucks (2011). Starbucks global responsibility report, Goals & progress 2010, Coffee purchasing and farmer support. Retrieved from http://www.starbucks.com/responsibility/learn-more/goals-and-progress/coffee-purchasing

15. Two-Pager Absolutes • The paper must be TYPED • Hard copies only • Due Monday, June 10; Allen Hall #323 by 5 pm PDT