Bulletin No. 19 | January – February 2004

Topics in this issue


EGA and Associate wish you a great success in the year 2004 and beyond

May everyone persistently realize that each one of us will have to take responsibility for creating a work  environment where people feel committed, involved, and respected. This will capture the collective brain power of all our people, regardless their work role, cultural background or experience. To achieve the sort of climate where ideas will surge forward, we need emotionally intelligent workforce. The head needs to work with the heart, especially in this world of uncertainty, complexity and change. 

When we are faced with change and uncertainty, we actually have several choices. To leave things exactly as they are or to get involved in making plans, including finding out what’s needed – taking steps to fulfil those needs, and moving towards the decided goal. There will be other choice before the goal is achieved, which will bring new discoveries and new ideas. 

I firmly believe that to realize the full potential of people, we have to work with them in spirit of learning and discovery. We need to recognize we are whole beings, with histories of success and failure, values, aspirations, families, pressures, interests and skills. All these dimensions are dynamically interdependent. They will impact on your behavior in the workplace. 

Optimistic people succeed more often because they don’t see setbacks as decisive, and keep trying. Remember that no risk means no change, and no change is certainly stagnation!

Enjoy reading tips and strategy in this edition.

Elizabeth Goenawan Ananto


Seven Habits of Highly Effective People

1. Proactive
A constant proactive behavior or having personal vision includes taking responsibility upon attitude and behavior to do something

2. Refer to your end goal
Personal leadership starts from clear decision to understand our position : where are we now, where we are going and what we value.

3. Do the main thing
This is self management, how you organize and manager your time and events. Basically, it is how you manage yourself and prioritize what you are going to do.

4. Think for win-win
Win win is trying to find the best solution. It starts from the commitment whether or not to take any decision.

5. Try to understand and then understood
This empathy deserves the abilities to listen to others before we want others to listen to us

6. Synergize
Creative team work. Synergy is resulted from the differences of worldviews and tolerance. In essence : it is an appreciation of diversity, strengths and weakness

7. Habits
Update yourself. Maintain and strengthen the valuable assets you have : Yourself – by refreshing physically, spiritually, mentally, socially, and emotionally.

(Source : Stephen Covey (2000)


Gathering Intelligence

  1. Investing resource for us in a specific competitive situation seems to be a must. Money and manpower already committed to one conflict cannot be used for another.
  2. Competitive actions will continue and the competitors attempt to position themselves or one decisive encounter. Smart executives win victories, achieve understanding and surpass others. They know critical information in advance. They know the minds of the targeted constituents
  3. Critical advance information, is not provided by wishful thinking nor speculation.
  4. Really useful intelligence comes from people who have the first hand knowledge and personal experience with the competition and constituents.
  5. Intelligence has two distinct goals. The first is to obtain accurate, timely information of the objectives, resources and activities of the competitors and the second, to provide the competition with misleading information about your own.
  6. A powerful but mysterious network should be created. This network is the most precious asset of the chief executive officer.
  7. Local sources are good channels for disseminating misleading information to confuse the competition. 
  8. Internal sources of information are people working for or with the competition or important constituents who have access to important data.
  9. The most valuable agents are those of competition. Use them for own benefit. 
  10. Provide the competition with misleading information. 
  11. No activity is more closely tied to our success then effectively gathering and disseminating intelligence. 
  12. Only supremely wise and superbly subtle executive can make effective intelligence. 
  13. As the impact of intelligence is universal, no activity is useless.
  14. If plans for gathering and disseminating intelligence are known, all involved will be doomed to failure.
  15. It does not matter what type of competitive actions are planned or whose reputation is to be attacked, it is necessary to know the names of those involved.
  16. The rise and fall of many executives and organization is the direct result of the effective use of intelligence. 
  17. Smart executives employ only the most capable people in their intelligence networks. Intelligence is the essence and foundation of all competitive actions.

(Source : The Art of War for Executives, Donald G. Krause)


Customer Relationship Marketing

The formal study of marketing has focused on an evolving range of marketing sectors over the past few decades. In 1950’s, marketing interest was merely focused on consumer goods. In 1960’s, increased attention started toward industrial markets. In 1970’s considerable academic efforts was placed on the area of non-profit or societal marketing. In 1980’s more attention directed at the service sector, an area of marketing that had received remarkably little attention in view of its importance in the overall economy. In 1990’s, relationship marketing is the area that will receive increasing attention. The emphasis is moving from a transaction focus to a relationship focus. These are the changes.

Transaction marketing Relationship Marketing
Focus on single saleFocus on customer retention
Orientation on product featuresOrientation on product benefits
Short time scaleLong time scale
Little emphasis on customer serviceHigh customer service emphasis
Limited customer commitmentHigh customer commitment
Moderate customer contractHigh customer contract
Quality is production concernQuality is the concern of all

(Source : Relationship Marketing, M. Christopher, A. Payne, D. Ballantyne, 1999)

What is the relationship between Marketing and Public Relations anyway?

  • Public relations and marketing are two major management functions within an organization, but how they are organized depends upon managerial perceptions, organizational culture and historical precedent. The role play by PR staff and marketing management is complicated by a lack of understanding of these two functions by practitioners themselves. 
  • Marketing represent primarily the view point of customers or clients (external public)
  • Public relations is responsible for a broader scope, both internal (the employees and their unions, the shareholders) and external (developing relationship with consumers but also with governmental agencies, the mass media, financial publics, the community, the activist groups, strategic publics or generally termed as stakeholders)
  • Organizations with excellent PR functions integrated their communication activities into a central PR department through a senior corporate communication executive responsible for several communications units.
  • Excellent PR department seldom reported to other management function such as marketing, human resource or finance.
  • PR activities were not subordinated to the role of providing only technical communication support for marketing or other management functions – although they do help other management functions manage their communication activities. 

(Source: IABC Excellence Study, Grunig et al, 2002)


PR for Politics

The development of a presidential campaign is a relentless job it can make or break a candidate’s reputation. It is a moment when consultant, technician, and media strategists strive to build the candidate’s credibility, confidence, charism, goodwill and knowledge to fulfil the emotional appeal of the audience.

This article taken from IABD Business Research Yearbook 2002, on the Political Public Relations Battle ground: Tactics and Images in the 2000 US Presidential Campaign, written by A. Kanso and H.P. LeBlanc III – whom the Editor met in the IABD international conference in Los Angeles. 

  • Gore and Bush’s campaign developers used a myriad of public relations vehicles to heighten the public awareness and strengthen the capabilities of their candidates.

These are their vehicles: 

Press Release
Each candidate used press releases to notify the media of new campaign developments and to respond to statements and actions of his opponent. It was reported that Bush’s campaign planner delivered some 200 releases. 

Gore and BUsh relied on speeches as an essential part of their public relations campaign. Speeches serve as way to communicate the candidate’s message and clarify his previous statements and behaviors.

Three televised debates occurred over the course of several weeks in September – October 2000. Each debate was structured around a different format to afford both candidates the opportunity to showcase their strongest delivery whether by traditional podium-style or that of a town meeting. These debates were helpful to public relations strategist because they were critical to image development and management.

The candidate’s appearances on these shows were important as the public had a chance to see how they would react in an uncontrolled environment when confronted with aggressive journalists.

Personal Appearances
Gore and Bush made use of late night talk shows. They regularly appeared on prominent shows like Oprah and The Rosie O’Donnel shows to reach daytime viewing audiences as well. 

New Features of Candidate’s Spouses 
The spouses of both candidates reached out to the public through broad case and print interviews that focused on their backgrounds and viewpoints of their partners. 

Both Gore and Bush attempted to solidity the public opinion of their candidacy by seeking endorsements from opinion leaders and influential organizations.

An increasingly important public relations tool during the 2000 Presidential Campaign was the internet. Each candidate not only had his own website, but also established numerous unofficial websites. 

Advertising was perhaps the most controversial tool in the campaign.

National conventions
Bush and Gore tried to appear politically ‘moderate’ rather than extreme to satisfy the general public and the majority of members of their parties. Each candidate utilized the coverage of all major television networks to hook a large following supporters.

Public relations mistakes!

  • Bush received much criticism when he made a disapproving comment about New York Time reporter that was accidentally recorded and heard by the crowd. 
  • The gaffe once again meant that the Bush campaign found itself ‘off message’ defending the remark instead of talking about issues crucial to the campaign’s success (MTV.com)
  • Gore found himself defending or clarifying his statement that were labelled as exaggerations during the debates. These may have resulted from attempts to give short answers on complex issues. 

What do we learn from this campaign?

  1. Mistakes necessitated the use of various public relations tools tp reshape the credibility of both candidates.
  2. The Bush team utilized the camera more effectively. They realized that images spoke a thousand words.
  3. Gore and his advisors may be regretting that they didn’t initially highlight Bush’s inexperience and attack that point, Bush is enjoying his new position in the oval office. 
  4. The most important battleground is the one that relates the candidate to the public. 


Clean Up the World Trisakti 2003

43,248 volunteers organized in 93 locations have joined force with Trisakti University Clean Up the World campaign in last September – October, representing 12 provinces: Jakarta (54), Banten (2), West Java (14), Central Java (2), East Java (4), Bali (2), Sumatera (3), Bangka Belitung (1), Kalimantan (2) and Sulawesi (3). This clean up campaign was organized by universities (12), schools (46), local community services (7), local NGOs (19), local government offices (9)

Clean Up Discussion – Giant Banner – River Crossing Kali Pesanggarahan – Poster and Drawing Competition – Clean Up Ciliwung – Clean Up Pulau Kelapa and Pulau Harapan – UNESCO activities in Banjarsari – Clean Up Gede and Pangrango National Park (Tramp Indonesia)

The Organizing Committee wish to thank you to all Participants, Sponsors : Trisakti University, Bank Indonesia, Pertamina, Freeport, Caltex, Indofood, CocaCola, KFC.
Media partners : Media Indonesia, Bisnis Indonesia, Republika, AnTV.

Thank you for the media coverage in : Kompas (2), Media Indonesia (4), Jakarta Post (4), Republika (3), Bisnis Indonesia (3), Warta Kota (3), Tempo (2), Suara Pembaruan (2), Sinar Harapan (1), Sinar Pagi (2), and CAKRAM. AnTV, Metro TV, TV7, Indosiar, RCTI, TransTV.
TPI and Trijaya FM, Delta FM, Demale, Pass FM and I-Radio and the Jakarta Post.com (City news – September 11, 2003).

Some notably participants : SLTPN 2 Sumbul, SLTPN 1 Ciawi, Tramp Indonesia, Kopler Indonesia, PAOC, Pramuka Jakarta Barat, BEM Unsri, BEM Unibraw, HTML Uni Andalas, HM Pulau Seribu, SMUN T Makassar, Unesco – Banjarsari, Projek Induk Pengembangan Wilayah Sungai Ciliwung Cisadane (PIPWSCC), BPLHD – Ciliwung, & Sangga Buana – Kali Pesanggarahan (Bapak Chaeruddin).

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