How many times have you heard someone say, “I don’t want to be on Twitter. I don’t care what you ate for lunch or that you’re brushing your teeth.” Countless, right? While most marketing professionals understand the impact social media can have on a business or issue, the general layman may not.

This week’s “Kony 2012” campaign, created by San Diego group Invisible Children, may change that perception. The nonprofit organization produced a video highlighting the travesties committed by Joseph Kony, the leader of Uganda’s Lord’s Resistance Army, who has led the organization as it has kidnapped tens of thousands of children and forced them to commit heinous crimes in African countries.

As we witnessed with Libya and other uprisings in the Middle East, social media has become more than a platform for communicating with friends, but a tool for social change. These technologies have the ability to break down geographic barriers and help us create human connections.

A lot more interesting than what I had for lunch, huh?

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U-T San Diego

Los Angeles Times

It’s hard to believe, but one tiny bug is capable of wiping out California’s $1.8 billion citrus industry. The aphid-like insect is called the Asian citrus psyllid and it can carry a disease that kills citrus trees. There is no cure for the disease, and once a tree becomes infected, it will produce bitter, inedible fruit and eventually die.

Three years ago, members of our state’s citrus industry called on Nuffer, Smith, Tucker to help stop this pest from wiping out California’s beloved citrus trees. The goal was simple: convince homeowners to go outside and inspect their backyard trees for this pest, and report any possible finds to agriculture officials.

Ted Batkin, president of the California Citrus Research Board and NST client, and Kerry Tucker, who has a long history of being involved in strategic planning for the agriculture industry through Food Foresight, recently bylined an article for the agriculture industry publication The Packer. The article explains the approach Nuffer, Smith, Tucker took in combating this issue. Here is a recap of NST’s activities and results:

First we conducted qualitative research to identify the emotional drivers that would help us craft key messages, which led to the formation of a “death sentence” messaging strategy that would resonate with homeowners. Then, NST developed a comprehensive outreach plan that included a combination of broad-reaching tactics and hyperlocal activities in areas where the Asian citrus psyllid has been found.

Recent statewide media tours reached an audience of more than 1.3 million. Another 39.4 million impressions were earned through public service announcements, and radio and traffic spots aired throughout the Southern California region. The message is making its way to homeowners. With continued outreach, we can help save California citrus from a dangerous pest.

Read Tucker’s full article to get a more in-depth look at the strategies involved in raising awareness of the Asian citrus psyllid, and learn more about the pest by visiting CaliforniaCitrusThreat.org.

As any public relations practitioner will attest to, having a crisis plan in place is essential to any organization successfully landing on its feet after encountering unexpected hurdles. We at Nuffer, Smith, Tucker, take proactive crisis planning very seriously, as was displayed during our building’s recent fire drill.

Our office is perched at the top of a 18-story building in downtown San Diego. Because of our height, we are able to enjoy a view of San Diego Bay’s sparkling waters, the majestic Coronado Bridge and even Padres’ PETCO Park. Unfortunately, it also means we endure walking down 18 stories during the annual fire drill.

Price Adams and Michelle Livermore have been designated as the fire marshals of our floor and stay up to speed on safety protocol by attending regular training sessions. When the alarm sounded throughout the building, Price and Michelle swung into action by putting on their bright orange vests and ushering us all to the stairwell.

Thanks to the guidance of our fearless leaders, all team members quickly made it to safety on the sidewalk. In fact, building administration awarded NST for our efficiency at evacuating in a timely manner (the hustle of some staff members may have been motivated by a client conference call taking place during the drill). Our prize was a backpack full of emergency supplies, making NST that much more prepared for handling a crisis situation.

NST staff members makes it safely to the meeting destination.

No doubt you’ve heard about the backlash surrounding 7-Eleven’s free Slurpee day on Monday.

Many consumers went to multiple stores looking to receive a free 7.11-ounce sample of the brain freeze-inducing treats, but left empty handed when samples ran out.

Sure, no big deal, we all know these things come with a  “while supplies last” caveat, but not “while free cups last.” Stores stopped giving away samples because they had run out of the special sample size cups, but full-size Slurpees were still available for purchase in many locations.

This left a lot of consumers scratching their heads and calling the supposed “bait and switch” tactic a “scam” on social media sites. Fuel was added to the fire when a USA Today article alluded that the 38 percent sales spike seen during last year’s promotion prompted the company to revisit the promotion again this year.

Sales figures are one of the most critical (who am I kidding, THE most critical) aspects of a company’s success, and while increases in sales are important, so is the longevity of the relationship with the consumer. My guess is the promotion probably hit its sales goals, but is more than likely missing the mark when it comes to increasing consumer trust and loyalty.

From the best screw up in news media to how to double food production to feed the hungry, in case you missed it, here’s a sampling of information shared this week by the gang at NST:

Some believe there is an entire generation that has never dialed a 1-800 number. Where are these digital natives and other web-savvy consumers going to air their grievances? http://bit.ly/eOevmS

A website called Regret the Error, which follows corrections, clarifications, apologies, and trends in the world of journalism, has some fun each year by picking its annual “Error of the Year.” http://bit.ly/evL4kZ

Given the state of the U.S. economy, the recent news of the growing number of those losing their jobs and uncertainty in Congress about extending jobless benefits, we may be facing something bordering an epidemic of hungry, needy families. http://bit.ly/fpE0ds

To adorn the office of his new Brooklyn apartment, Saif Ahmed chose a truly one-of-a-kind piece of art. He bought a kit from online retailer DNA11.com to swab some of his cheek cells, and then mailed the sample to the company. http://on.wsj.com/ihisRi

With the launch of Places, Facebook began allowing businesses to merge their Page with a Place they’ve claimed. While there are some advantages for businesses focusing on generating foot traffic to a single physical location, merging has important disadvantages including lost functionality (at least for now). http://bit.ly/evygtK

To have success as a PR professional, as with all professions, it is essential to keep up with the latest news and techniques in the industry. http://bit.ly/ejS2hs

We’ve all been hearing about Facebook’s new promotions guidelines, and here they are http://on.fb.me/a0XuTZ.

We’re getting uncomfortably close to the day when there won’t be any surviving vets of Pearl Harbor or WWII.  The history books just don’t capture the heroism of hearing these stories from the mouths of grandfathers. http://bit.ly/ewtq91

Everybody loves viral videos. That’s why they’re “viral.” Ad agencies have been trying, in their own way, to replicate the success of viral videos to help their campaigns get exposure and new fans. http://on.mash.to/ggG72D

Nationally, 37 million Americans receive some sort of emergency food assistance, and that number has increased 46 percent in the last four years.  Given the state of the U.S. economy, the recent news of the growing number of those losing their jobs and uncertainty in Congress about extending jobless benefits, we may be facing something bordering an epidemic of hungry, needy families.

Here in California, food banks are currently moving 100 pounds of surplus or unmarketable fresh fruits and vegetables each year from farmers to needy families.  The objective is to get to 200 pounds per year, and I’m chairing a state Board of Food and Agriculture initiative to double the current amount of food going from farmers to needy families. Check out this California Farmer article on how we plan to get there.

And in the spirit of the holidays, The San Diego Union-Tribune (our client) is leading an aggressive food drive campaign to collect 1 million pounds of food.  Chicken of the Sea, another client of ours, helped kick start that campaign with a 1,000-pound product contribution.  Here’s how you can help: http://bit.ly/hKh083.

The current public discussion about sustainability tends to paint a negative picture of agriculture unless it’s local and small. There’s an opportunity to change this discussion when you expand sustainability to a sustainable food system.

The dramatic increases in demand for food given population projections around the world and the rising middle class in developing nations (creating demand for animal protein and specialty crops) are undeniable. The reality is there’s demand for both large and small farms operating efficiently, sustainable and concurrently.

Discussions like this are beginning in stakeholder forums all over the world, and here’s further perspective on an opportunity well worth pursuing: http://bit.ly/d4HErO.

While facilitating a crisis media training session for a relatively large national brand, one of the participants quipped, “But I don’t even care about social media. I’d rather just deal with real people.”

So would most of us.  I long for the day when people less than a half-dozen steps away would get off their arses and have a conversation versus send a stream of e-mail notes. But I digress, and I was one of those curmudgeon print reporters 20 years ago (albeit a cub) who thought hell would freeze over before people would opt for reading their news on a computer monitor.

Every organization should realize social media’s impact on dissemination and consumption of information, news and entertainment. Market power is shifting from organizations and brands, consumer and trade, to the consumer largely because of technology. Social media continues to grow as a consumer tool for decision-making, and it still seems many organizations and brands either struggle with, or refuse to accept, how or why they need to know how to engage in the Internet-connected, Tweeting, Facebooking, photo- and video-uploading stakeholder-engaged world. The seemingly few who are connected, Tweeting, Facebooking, et al. and inviting engagement from stakeholders recognize these connections are good for their organizations, brands and their business.  They “get it” that engagement is critical, whereas hordes of others in social media just see this as another platform to push out marketing messages a la Web 1.0

This consumer-driven engagement brings peer-to-peer endorsements and criticisms on organizations, brands, products, services and issues to an extraordinarily higher level than ever experienced. Word, not too long ago, spread gradually – days, weeks, maybe even months.  Today, with the Internet and all its social media outlets, we’re talking a matter of hours and even minutes, and not just with the families on your block.  Consumers can reach entire communities locally and globally.

That alone has a profound impact on how we manage crisis situations.  Social media is becoming the preferred platform on which an organization’s crisis unfolds and where control of the matter at hand is won or lost.  And that preference is coming from all corners except the organizations facing the crisis.

A prime example is the “United Breaks Guitars” fiasco.  The airline refused to take responsibility for breaking Dave Carroll’s guitar, and after nearly a year of getting nowhere, Carroll released his now famous video about United on the Internet, exposing the airline’s poor customer service. The video gained more than 500,000 views within a week, and mainstream media, including CNN, NPR, CBS, USA Today, Newsweek and The Wall Street Journal and hundreds of other traditional outlets globally, picked up the story, some citing “digital revenge.” Experts far and wide said United waited too long, finally proclaiming on Twitter, “This has struck a chord w/us and we’ve contacted him directly to make it right.” Too little too late? Many say, “absolutely.”

Ditto for Domino’s.  The pizza HQ waited 24 hours before posting a response on YouTube, where two workers – clearly anticipating their Culinary Institute of America acceptance letters – literally picked at some new ideas for ingredients.

There’s also Nestle, when consumers got a sweet tooth for revenge over the company’s interactions with consumers and Greenpeace supporters on Nestle’s Facebook page.  When you insult someone online, be prepared for the mob mentality – and to never win.

And there’s British Petroleum.  Where do we begin?  How about just looking at the hijacking of its brand on Twitter (see @BPGlobalPR).  Yes, it can happen to you and most know it’s a fake, but the lesson is realizing the risk of losing control of your brand.

This is all what digital trends expert Steve Rubel says clearly about what we’re facing: “An entire generation is growing up that will never dial a 1-800 number to reach customer care.”

We are dealing with real people, about 227.7 million of them in the U.S.; just not on the phone or in person – they’re on your desktop, laptop, mobile phone, iPad and soon to the next tech gadget coming down the pipeline, except for Kin.

Are you ready?

Vocal stakeholders from all walks of life continue to challenge intensive food production and processing systems. Foundations, environmental NGOs, public health groups, medical associations, celebrity chefs and government officials from USDA’s secretary to local government planning agencies continue to support initiatives like home/community gardens, smaller local farms and sustainable agriculture.

Feeling threatened, some farmers and agricultural leaders are responding defensively. There’s anger and frustration about “inaccurate and unfair movies, magazine articles and undercover videos attempting to turn public opinion against agriculture.” Some are publicly framing agriculture’s critics as fringe elements or “crazies.”

But is this the way to respond? Many rational people embrace messages farmers consider misleading or inaccurate, and they are not likely to accept being told they are not sound in their thinking, beliefs and concerns. Isn’t a more constructive response one that acknowledges agriculture’s challenges and emphasizes that the sector is seeking solutions with an attitude of continuous improvement? Our Food Foresight panel would suggest that rebuilding agriculture’s brand around wholesome, straightforward and individual identities is a better route. “We are not angry, resentful or avoiding our responsibilities,”says Food Foresight panelist Nathan Rudgers, former agriculture commissioner for the state of New York and now with Farm Credit East. “We’re farmers doing the best we can to feed people healthy, affordable food in a responsible way.”

Big agriculture and agribusiness tend to be portrayed as industrial villains raking in big profits and government subsidies while running roughshod over the environment, farm animals and often their own workers. One would expect these voices to be from activist NGOs fighting for their causes — which they often are — but these are also views shared by everyday consumers increasingly interested in how their food is produced and where it comes from. There’s a clear dichotomy in perceptions about farmers and agriculture: On one hand, family farmers are seen as good. The romance of the farmer is highly valued in popular culture — multi-generational families caring for the land and struggling to maintain their farming way of life and their rural communities. On the other hand big agriculture is increasingly seen as bad in spite of large intensive agriculture being for the most part multi-generational family farms.  Is there an opportunity for bridging this great divide? We would say it’s an urgent imperative.

Authentically re-branding agriculture is one way. While agriculture may not have star communicators like Michael Pollan, it has an army of farmers who can put a face to farming starting in their own communities and expanding out through the Internet. There also can be NGO partners who might be engaged to speak out on mutually beneficial issues.

Getting more fully engaged in the issue discussions affecting the sector – like climate change, hunger and obesity – is still another opportunity. As the tenacious leaders of California’s Ag Vision will attest, it isn’t easy. These issues require straight talk – but with science as a foundation – and a long-term commitment to stakeholder engagement and two-way education.

The need to merge feeding objectives with increased productivity, poverty reduction, improved health and wellness, and sustainability is surfacing in multiple professional forums around the world. A sustainable international food system, inclusive of all kinds of food production on all sizes of farms, with increased application of science and technology is an emerging opportunity to change the conversation about production agriculture.

So Massey Energy CEO Don Blankenship rose from rags to riches kicking the mining community in the family jewels.  In every case study and textbook on crisis management and crisis communication, values are the compass that guide individuals, governments and corporations through the most trying circumstances.

Massey Energy and Blankship’s values?  Money and power, and if there’s a ring of truth to the cascading revelations on safety violations and the wielding of political influence, we’re witnesses to what could be the most shocking view of corporate greed.  This could make Enron look like a hiccup.

Twenty-nine coal miners died in the April 5 mine explosion in West Virginia, and Blankenship’s communication strategy is ignorance – void of action and commitment for the victims, their families and the community. “It’s natural that the enemies of coal would view Massey as the primary enemy . . . I think that I’ve proven that we run safer coal mines — you know, most of the time — and accidents sometimes happen. We’ve got to figure out what happened here,” he said, according to Associated Press.

Human instinct puts us all in a defensive position when faced with potential blame, but smart and careful thinking of our impact on others makes us realize compassion is critical in the worst of times.  Rather than displace blame on “enemies,” or ridiculously state Massey sometimes runs safe mining operations, Blankenship’s better approach would have been to focus on the tragedy, its impact on employees, their families and the mining community, and an investment (whether intellectual, financial or both) in working with federal regulators in determining the cause of the accident and ensuring the mitigation of something like this happening again.

If Blankenship were smart enough to rise to the top of the mining industry, he’d be wiser to do a little homework on best practices in crisis management and communication.  Here’s Johnson & Johnson’s, which has been in the textbooks for decades and will be for decades more.

This is when true colors come out, and right now Massey and Blankenship’s is green – everyone else, no more than the victims’ families and the mining community, is seeing red.