August 23, 2014
Corporations can lose to activist groups. The bad press is so overwhelming, the corporation’s stance is so embarrassing, and the internal friction is so severe that the company has no choice but to settle. The fight is over and there are no tactics that can reverse the damage. You give the activist group whatever they are asking for because there is nothing left to argue over and nothing gained from continuing on.
We have seen SeaWorld reach this point, I think, with the Huffington Post publishing an article called, “The End of SeaWorld.” The author writes, accurately, that when it comes to SeaWorld, “The brand represents the torture of whales.” This is what the end of a successful activist campaign looks like – SeaWorld either reforms its business in a way that is blessed by the activists, or it gets stuck in the corporate death spiral of customers, investors and talented employees taking their resources elsewhere.
August 20, 2014
A terrific scene in the movie Hoosiers takes place when one of Gene Hackman’s players fouls out of the game. Rather than replace the player with the team member being disciplined on the bench, Hackman tells the ref, “My team’s on the floor.” The camera cuts to a shot of Dennis Hopper in the stands, marveling at Hackman’s commitment to his principles.
I marveled in the same way when I read BlackFish director Gabriela Cowperthwaite’s response to SeaWorld’s plan to double the size of its killer whale habitats. Rather than give SeaWorld relief from the relentless assault on its brand, Cowperthwaite said, “ … [T]he problem is, instead of changing their business model, they’re doubling down.”
Activist groups are driven by their cause. While a corporate shakedown is often the ultimate objective, activists are true believers who will never be satisfied by half measures. Corporations must understand that you cannot appease activist groups with partial concessions or by agreeing to just some demands. These compromises only project weakness and telegraph to activist groups that victory is in sight.
If an activist campaign has reached the point that it’s receiving national attention and cutting into sales, you’ve got only two choices to make it stop: 1) Agree to the group’s demands, or 2) Give them power and invite them as partners into your reform process. As PETA said in their statement about SeaWorld’s new plans, “A bigger prison is still a prison.”
August 14, 2014
Yesterday marked a big win for activists, and even the very threat of activism. Shares of SeaWorld Entertainment fell 30 percent after the company reported disappointing results. SeaWorld gave a straightforward explanation for slumping park attendance: the controversy generated by the film Blackfish. As a public relations professional, I admire an activist campaign that can shave $750 million off a company’s market cap.
But how much is SeaWorld to blame for its own predicament? Activists want you to engage them in a very contentious and public dispute. The publicity creates awareness for the activists’ cause, and a downward spiral of business distractions and diverted resources for the company.
If your company’s business model is incompatible with an activist group’s demands – as in SeaWorld’s case – the only workable strategy is to de-escalate the conflict. Your message to every audience – press, public, customers – is that we care, we agree, and we are interested in working toward the best solution. If all parties appear to be working together, the agitation loses its purpose.
So how did SeaWorld do? According to the Wall Street Journal, SeaWorld has called Blackfish “propaganda” pushed by “animal-rights extremists,” and even launched a website in 2014 titled “Truth About Blackfish” to dispute the film. And what did all this defensiveness and name-calling get SeaWorld? Here’s a 5-day snapshot of the company’s stock price:
August 6, 2014
One of the most important pages in my new book is the diagram of an activist group attack. The illustration identifies a corporation’s vulnerable areas, and the kinds of tactics activists use to stab at these weak spots.
It’s already time for me to update my chart.
One new frontier in activism is to literally bring the protests home. Google engineers, venture capitalists and local politicians have all been visited by groups of protesters, not at the office, but at their private residences.
Then there’s the company’s financial position. This summer, a short trial was held for an environmental activist who temporarily crashed the stock price of an Australian mining company. He issued a fake but very realistic press release about a bank’s cancellation of a loan for an upcoming project.
These tactics – both the threat and execution – are indeed a kind of extortion. Regardless, if a corporation decides to resist an activist group’s demands, the company’s executive leadership needs to understand the new rules of the game – except that it’s not a game anymore.
April 12, 2014
In my book, I write that it’s “an axiom among activists that corporations don’t bleed, but people do.” A campaign against a corporate brand might eventually gain some traction, but call out an individual by name and you’ll get that person’s attention very quickly. For activists seeking a change in company policy, the faster you can get into the heads of c-suite decision-makers, the better.
But you don’t need to take my word for it, take theirs:
Protesters told Reuters they will increasingly target individuals as part of a strategy to draw attention to the growing divide between rich and poor in San Francisco …”When you put a face on it, it suddenly becomes more real,” Erin McElroy, an organizer at Eviction-Free San Francisco, said of what she views as a technology-driven housing crunch.
These anti-tech protesters in San Francisco have captured the interest of national media, making it easy for them to generate significant publicity even though the actual size of their protests are quite small. Only two dozen took part in the above April 11th rally, and, judging from the picture, even fewer protested against Google Ventures partner Kevin Rose.