Pr Professional Quotes

They need to get a good PR guy.” “What’s a PR guy?” “They’re kind of like the old Greek sophists who played with words until you believed up was down. PR guys get paid to make people believe that a pile of shit is an investment in soil fertility. Professional liars.” “Ah!” Manannan’s expression lit with comprehension. “They are politicians?” “No, they’re smarter and less pretty. They advise politicians.

PR guys get paid to make people believe that a pile of shit is an investment in soil fertility. Professional liars.” “Ah!” Manannan’s expression lit with comprehension. “They are politicians?

Reputation is an outcome; but it is also a valuable, strategic asset.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

I encounter forms of this attitude every day. The producers who work at the Ostankino channels might all be liberals in their private lives, holiday in Tuscany, and be completely European in their tastes. When I ask how they marry their professional and personal lives, they look at me as if I were a fool and answer: “Over the last twenty years we’ve lived through a communism we never believed in, democracy and defaults and mafia state and oligarchy, and we’ve realized they are illusions, that everything is PR.” “Everything is PR” has become the favorite phrase of the new Russia; my Moscow peers are filled with a sense that they are both cynical and enlightened. When I ask them about Soviet-era dissidents, like my parents, who fought against communism, they dismiss them as naïve dreamers and my own Western attachment to such vague notions as “human rights” and “freedom” as a blunder. “Can’t you see your own governments are just as bad as ours?” they ask me. I try to protest—but they just smile and pity me. To believe in something and stand by it in this world is derided, the ability to be a shape-shifter celebrated. Vladimir Nabokov once described a species of butterfly that at an early stage in its development had to learn how to change colors to hide from predators. The butterfly’s predators had long died off, but still it changed its colors from the sheer pleasure of transformation. Something similar has happened to the Russian elites: during the Soviet period they learned to dissimulate in order to survive; now there is no need to constantly change their colors, but they continue to do so out of a sort of dark joy, conformism raised to the level of aesthetic act. Surkov himself is the ultimate expression of this psychology. As I watch him give his speech to the students and journalists, he seems to change and transform like mercury, from cherubic smile to demonic stare, from a woolly liberal preaching “modernization” to a finger-wagging nationalist, spitting out willfully contradictory ideas: “managed democracy,” “conservative modernization.” Then he steps back, smiling, and says: “We need a new political party, and we should help it happen, no need to wait and make it form by itself.” And when you look closely at the party men in the political reality show Surkov directs, the spitting nationalists and beetroot-faced communists, you notice how they all seem to perform their roles with a little ironic twinkle.

there are unparalleled opportunities for emerging agencies and consultants to transform, disrupt, and thrive within the developing marketing services ecosystem. The agencies and professionals with the will and vision to adapt and evolve will rise, and many traditional and digital-only firms will become obsolete.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Let me suggest some other things that I think may have contributed. Police officers are much more professional now than they were a hundred years ago. Police officers a hundred years ago were often not respected by juries because, in truth, they very often were not worthy of much respect. They are better educated now; they have better uniforms and better PR guys. This probably causes juries to give them more credence. This is perhaps unfortunate. Professionals lie just as often as amateurs, only more skillfully.

The Magic List of Consistency • Returning phone calls • Returning e-mails • Setting realistic expectations • Following up with prospective clients • Checking in with your current clients • Developing and running an effective marketing campaign • Networking with industry professionals • Handling your business affairs properly (accounting, PR, marketing, selling, training) • Maintaining balance between your business and personal life • Communicating effectively

For a modern-day PR expert, it is absolutely essential to know social media platforms in detail.

p until ten years ago, freedom of speech was primarily in the realm of the professional journalists; but today, with well over three billion users of various social media, freedom of speech has grown into entirely different dimensions.

Just as athletes need coaches and companies need PR experts, individuals need career catalysts at different points along the way.

move up into management levels, and their responsibilities and stress levels grow. Confident: They put in the extra time and energy needed to gain knowledge and experience, which translates into confidence and composure. Confidence is not to be confused with arrogance and entitlement, which are two of the most undesirable traits of an agency professional. Creative: They bring innovative approaches and thinking to projects. They have an innate ability to work within standard systems while efficiently integrating original ideas and strategies that strengthen the agency and client campaigns. Detail-oriented: They are incredibly organized and thorough in all communications and activities, which instills tremendous confidence in their clients, peers, and managers. They rarely make careless mistakes. Their attention to detail enables them to excel at time management and project management. Focused: They avoid multitasking in favor of concentrated effort. They know priorities at all times and work efficiently to deliver. They have the ability to shut off distractions, and are often the most productive and efficient workers.

Herein lies my PRofessional folio wealth, the incalculable testimonial legacy I've secured as an infinitinaire.

The Instagram versus Hipstamatic story is perhaps the canonical example of a strategy made famous by Chris Dixon’s 2015 essay “Come for the tool, stay for the network.” Chris writes: A popular strategy for bootstrapping networks is what I like to call “come for the tool, stay for the network.” The idea is to initially attract users with a single-player tool and then, over time, get them to participate in a network. The tool helps get to initial critical mass. The network creates the long term value for users, and defensibility for the company.40 There are many other examples across many sectors beyond photo apps: The Google Suite provides stand-alone tools for people to create documents, spreadsheets, and presentations, but also network features around collaborative editing, and comments. Games like Minecraft or even classics like Street Fighter can be played in single-player mode where you play against the computer, or multiplayer mode where you play with friends. Yelp started out effectively as a directory tool for people to look up local businesses, showing addresses and phone numbers, but the network eventually built out the database of photos and reviews. LinkedIn started as a tool to put your resume online, but encouraged you to build up your professional network over time. “Come for the tool, stay for the network” circumvents the Cold Start Problem and makes it easier to launch into an entire network—with PR, paid marketing, influencers, sales, or any number of tried-and-true channels. It minimizes the size requirement of an atomic network and in turn makes it easy to take on an entire network. Whether it’s photo-sharing apps or restaurant directories, in the framework of the Cold Start Theory, this strategy can be visualized. In effect, a tool can be used to “prop up” the value of the network effects curve when the network is small.

The reason we find it so much easier to be ourselves when we are having a conversation with our friends over dinner than we do when we are having a conversation with an audience during a speech is that we know our friends very well. Therefore, your challenge as a speaker is to know your audience almost as well as you know your friends.

The postwar power of “the media” to determine what shall be embraced as reality is in large part due to the success of the morale culture in wartime. It represents, indeed, its continuation. Today, nothing—neither church, university, library, gallery, philanthropy, foundation, or corporation—no matter how actually worthy and blameless, can thrive unless bolstered by a persuasive professional public-relations operation, supervised by the later avatars of the PR colonels and captains so indispensable to the maintenance of high morale and thus to the conduct of the Second World War.

The best public speakers are those who seem to genuinely enjoy giving a speech. Because they’re relaxed, we’re relaxed.

Mistakes are made at businesses, hospitals, and government departments all the time. It is an inevitable part of our everyday interaction with a complex world. And yet if professionals think they are going to be blamed for honest mistakes, why would they be open about them? If they do not trust their managers to take the trouble to see what really happened, why would they report what is going wrong, and how can the system adapt? And the truth is that companies blame all the time. It is not just because managers instinctively jump to the blame response. There is also a more insidious reason: managers often feel that it is expedient to blame. After all, if a major company disaster can be conveniently pinned on a few “bad apples,” it may play better in PR terms. “It wasn’t us; it was them!” There is also a widespread management view that punishment can exert a benign disciplinary effect. It will make people sit up and take notice. By stigmatizing mistakes, by being tough on them, managers think that staff will become more diligent and motivated.