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Reputation Matters, Even If Regulators Step Back

Thu, 26 Feb 2026 12:28:00 -0600

The Federal Reserve’s recent move to remove “reputation risk” as a formal element of bank supervision caught a lot of people by surprise. For years, reputation was an implicit factor in how institutions were examined. Now regulators appear to be stepping back from risks they consider harder to define or quantify.

Recent research reinforces why leaders shouldn’t confuse regulatory definitions with market reality. The Burson Global Reputation Economy Study found that companies with strong reputations generated an average 4.78% in additional unexpected annual shareholder returns not explained by traditional financial metrics. Applied globally, the study estimates reputation represents roughly $7 trillion in economic value. In other words, reputation may be hard to supervise, but it is far from intangible.

Regulators may call reputation risk subjective. Markets clearly don’t.

On paper, the Fed’s shift reflects a broader effort to narrow supervisory focus and avoid subjective judgments. Reputation risk has always been a gray area. Critics argue that terms like “reputational concern” can be inconsistently applied or influenced by politics rather than clear standards.

But here’s the leadership lesson that shouldn’t get lost: just because regulators are moving away from softer, harder-to-measure risks doesn’t mean those risks stopped mattering.

If anything, the opposite may be true.

Reputation is operating discipline.

The Federal Reserve’s proposal reflects a broader push to remove ambiguous or subjective standards from bank exams.

That may reduce regulatory uncertainty. It may even lower compliance friction for institutions navigating controversial industries or emerging technologies.

What it does not do is eliminate the real-world consequences of losing trust.

The Burson study also found that declining trust in the financial sector alone puts roughly $4.3 billion in reputational value at risk. That number doesn’t appear on a balance sheet, but it shows up quickly in customer behavior, investor confidence, and regulatory scrutiny when credibility starts to erode.

Customers still leave. Investors still hesitate. Employees still question leadership. Media scrutiny still shapes public perception. None of that disappears just because a regulator decides not to score it explicitly.

Reputation may be harder to quantify than capital ratios, but it remains one of the most powerful drivers of long-term performance.

The danger of misreading the moment

Whenever regulators relax a framework, some leaders hear permission to deprioritize whatever used to be measured. That’s a mistake.

Reputation risk was never just about pleasing examiners. It was shorthand for something deeper: how an organization’s behavior is interpreted by the public, stakeholders, and employees over time.

Even regulators acknowledge that reputational issues still show up indirectly. If a damaged reputation leads to customer attrition, lawsuits, or operational disruptions, those risks still affect supervision through more traditional categories.

In other words, reputation didn’t disappear. It just moved upstream.

The real risk now is that some organizations will treat this policy shift as validation of a narrow, compliance-only mindset: if it’s not on the exam checklist, it’s not a priority.

That thinking tends to age badly.

Reputation isn’t PR. It’s operating discipline.

One of the biggest misconceptions about reputation is that it belongs to communications teams. In reality, reputation is the cumulative effect of decisions, culture, and leadership behavior.

You can remove the phrase “reputation risk” from a regulatory manual. You cannot remove the way people interpret your actions.

A bank that alienates customers through inconsistent policies doesn’t suddenly become trusted because regulators stop tracking the label. An organization that handles crises defensively doesn’t rebuild credibility because a risk category disappears from an exam template.

Trust is not a regulatory requirement. It’s a market reality.

What leaders should take away

The Fed’s new posture may simplify supervision, but it raises the bar for internal leadership judgment. While studies like Burson’s attempt to put a dollar value on reputation, most leaders already know the truth from experience: once trust starts to slip, the costs compound faster than any regulatory framework can capture. Without an external framework forcing the conversation, organizations need to be even more disciplined about how they think about reputation.

That doesn’t mean chasing headlines or avoiding difficult decisions. It means understanding that reputation is an output of behavior, not a branding exercise.

Strong institutions will continue to ask the harder questions:

How will this decision look from the outside?
Are we being consistent with our stated values?
Are we building credibility over time, or spending it?

Because the market still evaluates reputation, even when regulators step back.

And history shows that trust problems rarely show up first as regulatory findings. They show up as customer backlash, employee frustration, or a slow erosion of confidence that leadership didn’t see coming.

The Fed may be stepping back from reputation risk as a supervisory category.

Leaders shouldn’t step back from it as a leadership responsibility.

Image generated with DALL·E

Part 2: You Don’t Have a PR Problem. You Have a Trust Problem.

Wed, 28 Jan 2026 10:21:00 -0600

What trust repair actually looks like in practice.

Quick note: this is Part 2 of a two-part series. Part 1 was the diagnosis. Part 2 is what to do about it.

Part 1 made the argument that some leaders treat unwanted scrutiny as an image problem. They dismiss critics, assume bad faith, and hand the whole thing to communications to clean up: tighten the message, line up the spokesperson, and push harder.

Trust problems don’t work that way. When trust is the issue, the public wants proof that leadership is willing to change. That’s the work. The rest is packaging.

The question leadership avoids is the one that matters

Before you ask, “What should we say?” ask something harder: what are people reacting to that we’re not seeing clearly? Sometimes the answer is obvious. Other times it’s a pattern the organization has normalized over time: inconsistent standards, avoidable secrecy, a lack of honest self-evaluation and listening, weak oversight, or treating legitimate questions like attacks.

Loss of trust rarely comes from one event. It comes from patterns. Enough moments stack up and the lesson is: These people can’t be trusted. It explains why reputation crises can linger: instead of correcting a misunderstanding, you’re trying to change someone’s mind.

“Friendly” messaging can make backlash worse

Organizations under pressure often try to soften the tone. The instinct is to reassure, calm, and “humanize.” Sometimes that works. But when the public is reacting to what it believes is harmful behavior, a warmer voice can backfire. It can feel like calculation. It can feel like the organization is trying to manage emotions instead of dealing with substance. That’s how “PR” becomes a punchline, because people hate feeling manipulated.

The best crisis communicators I’ve worked with aren’t obsessed with sounding friendly. They’re obsessed with sounding real. They use plain language. They acknowledge facts. They avoid corporate mumbo jumbo. They focus on credibility. Trust is not something you can talk your way into. It has to be earned.

What trust repair looks like in practice

Trust repair isn’t complicated, but it does require discipline. When it’s done well, it follows a fairly consistent pattern, and the steps are surprisingly actionable.

Name the real issue in plain language. If you can’t say what happened without euphemisms, people assume you’re hiding. Say what happened, what you know right now, and what you’re still working to confirm. “We’re aware of the situation” doesn’t build trust; it signals fear.
Separate facts from intent. Facts are what happened and what you know. Intent is what you’re working to do about it. When you’re clear about both, you stop sounding defensive and start sounding accountable.
Make one visible change quickly. Trust rebuilds because people see evidence that you’ve learned and are changing. It doesn’t need to be a grand reform on day one, but it does need to be real. It could be a pause in a tactic, a new protocol, a tightened standard, added oversight, or a leadership shift. If people can’t point to a concrete change, they assume you’re riding it out.
Communicate on cadence rather than impulse. Random updates feel like chaos and silence creates a vacuum others will fill. Predictability feels like leadership. Even if the update is basically, “No change since yesterday; here’s what we’re still working through,” that rhythm reduces anxiety because it signals presence and discipline instead of hope-and-pray.
Close the loop publicly. Closure is part of trust repair. What changed? What did you learn? What will be different next time? If you skip this step, the natural conclusion is that you survived the moment and plan to return to business as usual.

What it sounds like when you’re doing it right

This is where leadership teams can stumble, because the wrong version doesn’t sound bad in the room. It sounds safe. It sounds professional. It sounds cautious. It just doesn’t sound believable. The public is not asking for a perfect statement. They’re listening for signs that leadership understands the moment and is willing to change course.

If your statement is basically, “We take this seriously and remain committed to our values,” it might be defensible, but it doesn’t give anyone something to hold onto. A trust response sounds more like: “Here’s what happened. Here’s what we know right now. Here’s what we’re doing today. Here’s what changes next.”

The goal isn’t to win the argument. It’s to show you’re not resisting reality.

Three sentences leaders should get comfortable saying

A lot of trust repair comes down to being willing to say a few simple things out loud. Not as theater. As leadership.

“We were wrong about this.” Not “mistakes were made.” Not “we regret any confusion.”
"Here’s what we’re changing, starting now.” Not “we’re evaluating.” Changing.
“Here’s when you’ll hear from us again.” Trust is predictability as much as it is morality.

I have yet to meet an attorney or corporate counsel who’s fully comfortable with language this blunt. I welcome that input. But leadership requires weighing legal exposure against the cost of distrust, which is often larger and longer-lasting.

Bottom line

If you have a trust problem, you need to do two things at the same time. First, fix the underlying behavior or policy. That’s the part leaders want to skip because it’s slow and messy. It’s training. Oversight. Accountability. Operational change. Clear standards. Real consequences.

Second, communicate like a real person who understands the moment. That means clarity and predictability. It means saying what you know, what you don’t, what happens next, and when people will hear from you again. It means acknowledging the obvious without turning every sentence into legal armor.

Events in Minnesota illustrate what happens when leadership reacts to scrutiny as a threat instead of trying to understand and address the concerns driving it, a pattern that shows up far beyond this moment. Trust is not a campaign. Trust results from behavior. If the organization with a trust problem keeps doing the same things while hoping better PR will change minds, the problem is bound to fester.

Daniel Keeney, founder of DPK Public Relations, works with leaders who need to explain complicated things simply and handle tough questions without sounding scripted. He’s spent the last over three decades coaching executives through high-pressure interviews, crises, and moments when every word matters.

You Don’t Have a PR Problem. You Have a Trust Problem.

Fri, 23 Jan 2026 11:01:00 -0600

Quick note: this is Part 1 of a two-part series. Part 1 is the diagnosis. Part 2 is what to do about it.

Leaders reach for the phrase “we have a PR problem” because it’s an easy out. It turns a messy situation into something that feels solvable with messaging, a media plan, and a fresh set of talking points. The problem is that most so-called PR problems aren’t communications problems at all. They’re trust problems. And trust problems don’t get solved by friendlier messaging. They get solved by changing whatever it is that’s prompting the unwanted scrutiny in the first place.

This matters because “PR problem” is often a comforting diagnosis. If the issue is PR, the fix feels straightforward: launch a campaign, tighten the talking points, get the spokesperson out there, and push. More proactive communications. More “storytelling.” More control.

To be clear, I’m not against any of that. It’s standard blocking and tackling. A strong media relations approach that covers both traditional and digital media helps. If possible, getting out in front with proactive communications help. Getting the right spokesperson who is trained helps. Solid PR tactics can absolutely reduce confusion and keep a situation from spiraling.

The problem is the way organizations lean on those moves as an alternative to the harder work. Compared to actually changing behavior, improving oversight, and tightening decision-making under pressure, most “better messaging” efforts are window dressing.

When people don’t like what they’re seeing, don’t blame the mirror

The President is diagnosing ICE’s public support problem as a communications/storytelling problem. He published a post to his social media platform on Tuesday:

The Department of Homeland Security and ICE must start talking about the murderers and other criminals that they are capturing and taking out of the system. They are saving many innocent lives! … Show the Numbers, Names, and Faces of the violent criminals, and show them NOW. The people will start supporting the Patriots of ICE, instead of the highly paid troublemakers, anarchists, and agitators!

Others, including Maddow Show producer Steve Benen, argue the backlash isn’t about messaging at all, and no amount of friendlier communications can fix something rooted in tactics, policy, and conduct.

You don’t have to agree with anyone’s politics to understand the leadership lesson. It shows up everywhere: layoffs, data breaches, workplace incidents, product failures, scandals. Any time an organization under pressure decides the answer is better messaging instead of better decisions.

If the public is watching something it believes is harmful, “better PR” doesn’t land as clarification. It lands as manipulative spin. And spin is the fastest way to turn criticism into contempt.

Because people don’t just process your words. They judge your intent. If a message feels like it was built to win an argument instead of address reality, audiences react the same way employees do when a corporate email tries too hard: they stop listening.

PR is amplification

A lot of leaders treat PR like a dial. If the organization is taking heat, they assume the solution is to turn the volume up to 11. Push more content. Find better stories. Show impact. Highlight wins. Put a human face on it. Show the numbers.

Sometimes that can help, especially when the organization is already operating in a way that people can respect. Closing the gap between perception and reality is essential in that case, reducing confusion, providing facts, and keeping a complex situation from collapsing into a simplistic headline.

But PR doesn’t create trust out of thin air. It amplifies what’s already true about you. If the behavior underneath the messaging is ugly, evasive, or inconsistent, more visibility doesn’t solve the problem. It just means more people see the mismatch between what you say and what you appear to be doing.

That’s the point some leaders miss. They assume the problem is misunderstanding, when the real problem is belief.

The “show the numbers” instinct is usually the wrong instinct

When leaders get criticized, a predictable reflex kicks in: prove the critics wrong. It feels responsible. It feels rational. It also often misses the moment, because facts don’t land the same way when trust is low.

When people trust you, numbers feel like information. When people don’t trust you, numbers feel like persuasion. And persuasion, in a credibility crisis, can feel like manipulation, even if it isn’t intended that way.

That’s why organizations often make things worse by leaning harder on proof instead of addressing the underlying issue. They add more stats. They add more examples. They publish one more FAQ, then another update, then another statement. None of it is wrong on its own. But the cumulative effect starts to feel less like leadership and more like persuasion.

And once it starts to feel like you’re trying to persuade people instead of listening, you send the wrong signal: leadership is committed to its position, not open to change. People affected have a high BS meter. They can tell the difference.

In Part 2, I’ll lay out what trust repair actually looks like in practice, and why it has almost nothing to do with polishing the message.

Why Your Crisis Messaging Sounds Right but Feels Wrong

Fri, 16 Jan 2026 12:27:00 -0600

Most advice about crisis communication sounds fine until you actually need it.

Communicate quickly. Be transparent. Use multiple channels. Stay on message.

On paper, this all sounds right.

But when employees read those messages in the middle of a real crisis, something often feels off. They may not be able to explain why. They just know it didn’t land.

That “off” feeling is where internal crisis communication breaks down. And it’s not usually because leaders are careless or uninformed. It’s because crisis messaging is often built to be correct, when what employees need most is credibility.

What employees are actually listening for

Employees are not auditing your messaging. They are reacting to it.

They are asking themselves simple questions:

Do you understand what this feels like?
Are you telling us what you know, or what you think is safe to say?
Are you here, or are you hiding behind process?

People don’t need perfection in a crisis. They need signs that leadership is present, honest, and taking the situation seriously.

Crisis communication inside an organization is usually treated as a production problem. Draft the message. Review the message. Approve the message. Send the message.

From the inside, this feels responsible.

From the employee side, it often feels distant.

Most internal crisis communication does not fail because it is inaccurate. It fails because it does not sound like it was written by people who understand what uncertainty feels like.

Employees aren’t looking for polish. They’re looking for signals.

Why plans sound right, but decisions matter more

Most companies have crisis plans. That is not the issue.

The issue is whether leaders have talked through how they will make decisions when pressure hits.

Who speaks first?
How much do we share early?
How comfortable are we saying “we do not know yet”?

If those questions are unanswered, everything slows down. Messages get careful. Language gets vague. Employees notice.

The organizations that handle crises well have done this thinking in advance. Not just scenarios, but values. They know how they want to sound when things are not going well.

Preparation is not really about binders. It’s about judgment.

Why holding back makes messages feel wrong

One of the most common mistakes leaders make is assuming uncertainty will scare people. So they wait. They soften language. They delay updates until everything is “confirmed.”

That usually makes things worse.

Employees are very good at sensing when information is being held back. Silence does not feel neutral. It feels intentional.

You do not need every answer. You do need to be clear about what you know, what you do not, and when you expect to know more.

You can say:

“We’re still assessing what happened.”
“We’ll update you at 4 p.m.”
“Here’s what we are doing right now.”

That honesty builds credibility fast.

Why quiet feels worse than clumsy

When leaders stop communicating during a crisis, employees fill in the gaps themselves. Rarely in a positive way.

This does not mean constant updates. It means presence.

A short message that says there is nothing new yet, here is what we are working on, and here is when we will update again does real work.

It shows leadership is engaged and aware.

When communication goes quiet, people assume the situation is worse than it is.

Email is not enough

Email is easy. It is also easy to ignore, misread, or mistrust.

Good internal crisis communication uses more than one channel. Email matters. So do managers who can talk to their teams in plain language. So do internal platforms where questions can surface.

Managers should not sound like they are reading a script. Employees do not expect perfect wording. They expect context and familiarity.

Central communications should support these conversations, not try to control every sentence.

Listening matters as much as speaking

Many organizations talk about two-way communication. Fewer are comfortable with it during a crisis.

Employees will ask hard questions. Some will be emotional. Some will be critical. Shutting that down does not reduce risk. It shifts it somewhere else.

Providing a way for employees to ask questions and raise concerns improves the quality of communication. It also sends an important signal: leadership is confident enough to listen.

That confidence is calming.

Most crisis messages feel wrong because they are written to be defensible, not believable.

The work does not end when the crisis does

Once the immediate issue fades, many organizations move on quickly. Employees do not.

People want to understand what happened. They want to know what changed and what was learned. They want closure.

Post-crisis communication does not need to be dramatic. It just needs to be honest.

Acknowledge impact.
Explain decisions.
Share what will be done differently next time.

That reflection builds trust over time.

This is not really about communication

Crisis communication is often treated as a messaging challenge. It is really a leadership test.

Crises do not create new behaviors. They reveal existing ones.

If leaders are present, clear, and respectful in calm moments, that carries over. If they are distant or overly controlled, that shows up too.

Employees remember how it felt to work through a crisis. They remember who showed up. They remember who talked to them like adults.

When crisis messaging feels wrong, it usually isn’t a writing problem. It’s a leadership one. Employees can tell the difference.

Essential Tips for On-Camera Appearances

Mon, 06 Nov 2023 18:24:00 -0600

Whether or not you believe that Andy Warhol predicted, "in the future, everybody will be world-famous for 15 minutes" (The Smithsonian says it's probably not true), you'll want to seize the moment when TV news comes calling. These nine PR tips will ensure you make everyone proud.

1. Maintain Eye Contact

When in a face-to-face interview, focus on the person asking questions, not the camera.
In remote interviews, keep unwavering eye contact with the camera lens.
When pausing to collect your thoughts, look down rather than up to avoid misinterpretation.

2. Present Your Best Self

Even in virtual meetings through platforms like Zoom or Teams, your appearance and surroundings are pivotal.
Position your camera at eye level for a flattering perspective.
Dress appropriately and run a comb or brush through your hair. The world doesn't need another Sam Bankman-Fried!
Opt for a clean and tidy background, avoiding virtual backgrounds for a professional touch.
Invest in a ring light to ensure your face is well-lit and looks its best.

3. Pay Attention to Posture

Maintain proper posture during interviews by leaning forward about 20 degrees. This position opens your diaphragm, improves airflow and conveys engagement in the conversation.
Avoid leaning back against your chair to prevent a slouched appearance.

4. Prioritize Practice

Understand that television interviews can be stressful due to the artificial environment of lights, makeup and cameras.
Practice in front of a mirror with a stopwatch to perfect your delivery.
Use your phone to capture a video of the practice so you can review how you did and make adjustments as necessary.

5. Eliminate Distractions

Silence your phone alerts and enable "do not disturb" on your smartwatch to maintain focus.
Remove coins from your pockets, avoid holding a pen, and choose a stable, non-swiveling chair to prevent nervous distractions.

6. Bridge to Your Message

While addressing the interviewer's questions, always guide the conversation back to your key messages.
Reiterate these messages when offered an opportunity for a closing thought opportunity. Many journalists end with, "Is there anything else?" That's a great opportunity for you to deliver your message again.

7. Quick, Action-Oriented Answers

Support journalists in storytelling by providing examples and anecdotes. Personal stories are always the most memorable.
Remember you are communicating in the age of TikTok, so brief statements of 10 to 15 seconds help ensure you grab attention. The average length of a soundbite on the TV news is less than 10 seconds!

8. Stay Calm and Adapt

In the fast-paced world of TV news, expect anything can change and be flexible.
Be prepared to address questions about current events even if they seem unrelated to your planned discussion.
Remember, your message is adaptable and relevant, regardless of the question.

9. Smile and Exude Energy

Understand that your nonverbal cues, posture, and facial expressions can be even more important than your words.
Observe the delivery of TV news anchors for inspiration on how they emphasize their messages.
If possible, take a brisk walk before going on camera to energize yourself and get your blood flowing.

With these expert tips, you'll be well-prepared for any on-camera appearance. Mastering these techniques will help ensure that your 15 minutes of fame are memorable for all the right reasons.

How to Measure Public Relations Success

Tue, 31 Oct 2023 12:56:00 -0500

Don't let myths cloud your understanding of PR measurement. Instead, leverage PR as a powerful tool to drive your organization's success.

Public relations is often shrouded in the myth that measuring outcomes is elusive if not impossible. This misconception stems from the belief that the primary result of PR activities is the mere generation of publicity. While publicity indeed provides value, its true significance is unlocked when it aligns seamlessly with your organization's overarching strategies and business objectives.

It's imperative for organizations to hold their public relations initiatives accountable for achieving well-defined and quantifiable goals that truly matter.

In many instances, the same metrics used to gauge the effectiveness of advertising can be applied to evaluate the impact of PR. Public relations outcomes typically fall into three distinct categories. We can educate. We can persuade. And we can mobilize. Put another way, we can build a common understanding, we can establish and strengthen belief in something, and we can motivate people to take action.

Education: Public relations can shine a spotlight on an organization, issue, product, or service. When an organization's identity hasn't been clearly defined, PR can step in to help establish it.
Persuasion: Once a foundational level of awareness and shared understanding is established, public relations can then wield its power to reinforce or even transform opinions about an organization, issue, product, or service. Your audience can believe your products are safe, that you are a caring, responsible corporate citizen or that you are trustworthy.
Behavior: Public relations provides a potent tool to engage your target audience, compelling them to take specific actions. These can be as simple as connecting with you on Linkedin, signing up for your newsletter, swinging by your booth at an upcoming trade show or even sending an email to Congress.

When orchestrating a public relations campaign, it's crucial to align these three categories with your organizational objectives. At DPK Public Relations, our approach often involves working backward, starting by identifying the desired action you wish to stimulate, determining what beliefs your audience needs to hold before taking that action, and establishing what knowledge they need to possess before embracing those beliefs.

With this method, measuring the effectiveness of PR becomes straightforward. For instance, awareness can be quantified through surveys. Understanding your audience's beliefs and the strength of those beliefs can be uncovered through surveys, focus groups, and interviews. Behavior is best assessed using data your organization may already collect, such as the quantity and quality of inquiries, brand trial outcomes, and sales volume.

In conclusion, measuring the success of your public relations efforts can be simple. By aligning PR strategies with organizational objectives, focusing on education, persuasion and behavior, and using appropriate measurement tools, you can gain clear insights into the impact of your PR initiatives.

Six Tips to Ensure Your Communications Resonate

Fri, 27 Oct 2023 12:45:00 -0500

Dissemination is Not the Same as Communication

It's easy for business communicators to fall into the bad habit of sending messages without truly connecting with their audience. Consider this: experts estimate that the average person encounters between 6,000 to 10,000 marketing messages every single day, while the average office worker received 121 business emails each day.

It's common for corporate communications to inundate their audiences with countless messages, often saying the wrong things to the wrong people.

Many companies mistakenly equate communication with dissemination. They churn out a continuous stream of content while remaining oblivious to the true impact of their words and images. Consequently, their brands suffer due to the lack of direction and emotional resonance in their messaging.

The advent of Generative AI only makes these risks more accute by making it easier to churn out meaningless fluff.

Forging Special Connections

We all have certain brands that hold a special place in our hearts -- products that over time rise to a level of importance that is beyond their true intrinsic value. If you talk with a person who drives a Ford F-150, they'll gladly tell you all about why their truck is best. Same goes for most Tesla drivers. On the golf course, most people swear by whatever clubs or balls they use. These preferred brands become an extension of ourselves, associated with important moments in our lives. The challenge is to build emotional connections like these for your brand.

At DPK Public Relations, we offer practical steps to help you establish and strengthen your brand through strategic communication aimed at being memorable and really resonating:

Define Your Brand's Destination: Determine the image you want to project. Do you aim to be perceived as young and innovative, or trustworthy and experienced? Understand the current cultural context and adapt accordingly.
Identify Your Target Audience: Abandon the notion of a generic "general public." Create detailed profiles of your clients, prospects, and influencers. Go beyond demographics to understand what they do, where they do it, and what truly matters to them.
Craft Clear and Emotional Messages: Focus on one or two key messages that your audience needs to remember. Emphasize the power of images to convey your message effectively.
Communicate Consistently: Stay disciplined in delivering your messages consistently. Avoid the temptation to respond to competitors' claims and instead focus on what your audience truly needs to know.
Embrace Listening: Make listening an integral part of your communication strategy. Understand the emotional benefits your customers derive and your prospects seek. Put yourself in their shoes to grasp their needs and desires.
Adapt and Evolve: Adjust your strategy based on what you learn from listening. This adaptation may involve refining your target audience, messaging, or even product offerings.

If you find yourself hitting the "send" button too frequently, it's time to reconsider your approach. While staying connected is essential, overcommunication can dilute your message's impact.

Develop the habit of listening to your customers and prospects. Gain insights into how they perceive you and your offerings. This is where mundane, dismissive communication ends and extraordinary, attention-grabbing communication begins.

Image credit: Image Creator powered by DALL·E 3

The Power of Message and Delivery: Crafting Impactful Presentations and Interviews

Thu, 26 Oct 2023 12:25:00 -0500

What is the relative importance of presentation and interview content -- the words spoken -- versus the way the information is presented -- such as tone of voice and nonverbal cues? A well-established study, conducted by a researcher at the University of California Los Angeles, revealed that the audience soaks up a lot of information to interpret meaning. They absorb data from verbal cues (volume, pitch, and pace) and nonverbal cues (body language, appearance, and personal space) to determine what the message really means.

This article closely examines this notion, separating fact from fiction.

The Mehrabian Study: Context Matters
The often-cited Albert Mehrabian study underscores the importance of alignment between words, verbal cues and nonverbal cues. However, this study predominantly examined situations where body language contradicted spoken words and focused on interpersonal communications involving two or three people. This means that efforts to extrapolate the findings to presentation settings or news interviews should be taken with a grain of salt.

It is vital to understand that Mehrabian did not claim that messages are relatively unimportant.

In essence, Mehrabian's research highlights that a positive message loses its impact if it clashes with negative tones or body language. Does this finding apply to presentations and media interviews? Absolutely, if we are emphasizing the need for a consistent message aligned with mannerisms. However, it is incorrect to conclude that Mehrabian's study renders the message itself unimportant.

For instance, I've trained people who lose all sense of positivity when they really focus on something. This can be self-destructive, when they focus intensely on a media interview and fail to exude positivity.

Guidelines for Effective Delivery
DPK Public Relations strongly believes that the way we appear and the way we speak are crucial aspects of effective communication. To enhance your media interviews and presentations, consider the following factors:

Make Steady Eye Contact. Face the audience and maintain eye contact, accompanied by a genuine smile to exude energy and amplify your message. Avoid turning away to read notes, focus excessively on PowerPoint slides, or engage in distracting activities like writing on a flipchart.
Decide If It's Positive or Serious. If you want to have the greatest positive impact as a spokesperson, don't leave anything to chance. Most communications are positive, which means you should smile big. Sometimes, we are called upon to speak about serious topics, which requires a neutral facial expression.
Use Appropriate Hand Gestures. Employ meaningful hand gestures to convey emphasis and passion in your message. Refrain from pointing directly at the audience, as this can be perceived as aggressive. Instead, nod or use open hand gestures. Avoid covering your mouth, as it obstructs your message, and eliminate any jingling items in your pockets before presenting.
Shoulders Back, Chin Up. Maintain an upright posture to optimize voice control and project confidence. Standing up straight not only enhances your vocal power but also makes you appear more authoritative and self-assured.
Control Movement. Utilize your nervous energy to by making purposeful movements.

Engage with your audience through meaningful eye contact and purposeful gestures, steering clear of distracting actions like pacing or rocking.

Message and delivery are inextricably linked. While it is true that the way you present your information plays a significant role in conveying your message, it is essential to recognize that the message itself remains a critical component. By aligning your words, tone, and nonverbal cues, you can create presentations and interviews that leave a lasting impact on your audience. Remember, it's not about the message OR the delivery; it's about the message AND the delivery.

Image credit: Image Creator powered by DALL·E 3

Take Immediate Action to Strengthen Your Connections with Journalists

Wed, 25 Oct 2023 15:23:00 -0500

Traditional media coverage may be less important today than a decade ago, but it can still be an important part of an organization’s communications strategy. If you aim to elevate the quality and tone of media coverage you receive, proactive steps to foster credibility and trust with journalists are essential. A solid reputation among journalists is cultivated by consistently providing a captivating perspective, exuding enthusiasm and accessibility. These attributes can position you as an expert source, leading to an influx of calls seeking your insights on breaking news.

Here are some valuable tips to enhance your interactions with journalists:

Shed Prejudices and Biases:

Journalists bring their unique life experiences and viewpoints to their work. Despite the anti-media bias that has tainted the views of many executives, good reporters strive to get the facts right and consider all perspectives. Regardless of any past negative encounters with the media, it's crucial to avoid questioning a reporter's motives. Inquiring about their perspective or affiliations could undermine your rapport with the journalist.

Prioritize Accessibility:

Journalists often grapple with tight deadlines. They may be assigned to a story and asked to research and craft it within a matter of hours. Establish a policy for quickly responding to all journalist calls to ensure they are never left hanging. This policy should include:

Promptly ascertaining the journalist's deadline.
Making yourself available for journalist calls, no matter the circumstances.
Designating a spokesperson if you're unavailable.
If no one can comment, contacting the journalist swiftly to discuss the possibility of rescheduling the interview.

Define Your Purpose:

Every interview should be seen as an opportunity to connect with your target audience and convey your message. Your message might be implicit, such as demonstrating your expertise, or explicit, like announcing your company's response to community feedback. The primary goal is to secure coverage for your message in print or on the air.

Ignite Interest:

If you lack engaging or unique insights and cannot muster enthusiasm for an interview, reconsider the opportunity. Journalists are drawn to sources who can add a spark of conflict or excitement. If you're not feeling particularly energetic, a short walk or a caffeine boost can help.

Avoid Self-Sabotage:

In general, answer only the specific questions asked, refrain from volunteering extraneous information, and avoid speculating.

Additional dos and don'ts include:

Use simple, declarative sentences and speak slowly.
Steer clear of jargon and keep your language straightforward.
Repeat questions if you need a moment to gather your thoughts.
Remember that only brief sound bites will be used, so keep your comments concise.
If you lack an answer and time allows, promise to find the information or suggest an alternative contact and provide their phone number.
Be prepared to offer a brief overview, as your subject matter may be entirely new to the reporter.
Understand the reporter's needs, whether it's a high-level briefing or a quick quote for a tight deadline.

It's your responsibility to enhance the quality of the media coverage you receive. The steps outlined above are an excellent starting point to cultivate stronger relationships with journalists.

Image credit: Image Creator powered by DALL·E 3

The PR Implications of Conspiracy Theories for Private Companies

Wed, 27 Jan 2021 16:47:00 -0600

Let me say right from the start that this is not going to be a comprehensive analysis of the topic described in the headline. I think the headline presents a great premise for an article, but really I don't have the stomach for it. Maybe further down the road.

I waded into this subject after reviewing the first part of PRovoke's story, "Crisis Review: The Top 20 Crises Of 2020," which selected election fraud claims to top its list. Dominion Voting Systems somehow wound up on the radar of absolutely crazy theories about how the 2020 vote could have been changed or otherwise manipulated.

I'm sure the public relations and crisis counselors working with and for Dominion were sickened by what they witnessed, and I 100 percent support their legal efforts to extract whatever pounds of flesh they can from those who knowingly spread lies and disinformation about their company and the actions of personnel.

It should be fairly simple to prove that Sidney Powell, Rudy Giuliani and others caused hundreds of millions of dollars in damage to Dominion's reputation. I've never seen a situation in which people felt it was okay to simply make stuff up about a company and make declarations they have no reliable evidence to make.

Put yourself in the shoes of Dominion spokesperson Michael Steel as he does an amazing job of keeping a straight face as he answers an absolutely absurd series of questions from Fox News' Eric Shawn on November 22, 2020. How would you handle an interview in which the host -- prompted by the allegations of some of the most powerful people on the planet -- asked you about things that you know are impossible?

Here are the questions:

Did Dominion machines change any votes?
How do you know that couldn't have happened?
What do you have to say to people who don't believe you?
The President says you are a radical left company, is that true?
Are you foreign-funded?
Why didn't Texas certify your machines?
Explain how your system works.
Can a poll worker change the code to change the vote?
(In the counties where Trump won in Pennsylvania) could the ballots have been scewed by the Democratic forces to throw the election to President Trump?
Can a poll worker take a thumb drive, stick it in a machine and fill it up with thousands of votes for Joe Biden?
Are the machines designed with an algorythm that gives more votes to Joe Biden?
Did Dominion bribe the Georgia Governor or Secretary of State to throw the election to Joe Biden?

As I watch that video, I am terrified by the fact that one of the most watched "news" providers in the U.S. is asking nutty questions like these. As a former journalist, I believe it is irresponsible for Shawn to echo accusations he knows are baseless. Sure, he was providing Dominion a platform to clarify the facts, but that series of questions just amplified the disinformation and gave them credibility because they came out of his mouth. In PR, we call that an implied endorsement.

As a person who helps organizations prepare for media interviews, I encourage being creative when anticipating questions. We teach a process for brainstorming likely questions, then double back and brainstorm less than likely questions. In this current environment, organization spokespersons need to understand that any question can come at them, no matter how baseless or outrageous.

Your challenge is to not be provoked into an emotional response. Beyond that, you can't laugh off crazy accusations either because doing so could come off as dismissive and arrogant. You need to calmly and precisely state the facts and direct the audience to objective third party validation that they can review on their own. Perhaps most importantly, you have to be at peace with the idea that nothing you say will change minds. It is an accumulation of information, in concert with legal strategies that silence the sources of inaccurate information, that will win over time.

Contact DPK Public Relations for more information on media training services at 800-596-8708 or 832-467-2904 or by completing our PR contact form.

Photo credit: Elvert Barnes

Bulldog Reporter's "Revolution in PR Technology: How Blogs, RSS, Wikis, and Podcasting are Transforming Corporate Communications"

Thu, 25 Aug 2005 17:07:18 -0500

MORNING – 9AM - NOON

I. How These Technologies Are Revolutionizing Corporate Messaging
A. Overview: New publishing power to the people—and to PR
Sally Falkow, Jay Stockwell

B. RSS: What is syndication and how simple is it (really) to use?
Bill Flitter, Sally Falkow, Jay Stockwell

C. Blogs: What are they, how do they work, why do they matter, who is using them, how can you get started?
Sally Falkow, Jay Stockwell

D. Pod- and Videocasting: What are they, how do they work, why do they matter, who is using them, what problems do they engender, how can you get started?
Eric Schwartzman, Mark Jen

E. Wikis: What are they, how do they work, why do they matter, who is using them, what problems do they engender, how can you get started?
Mark Jen, Giovanni Rodriguez, Ed Schipul

LUNCH KEYNOTE – NOON - 1PM

How Blogs Are Changing the World
Craig Newmark

AFTERNOON – 1PM – 5PM

II. Hands On: How You Can Harness These Technologies Now
A. Blogs and Syndication in the Corporate Environment: Confessions of bloggers/PR pros
Who should write your blog, what should they write about, how much will it cost, how can you measure impact?
Mark Jen, Bill Flitter

B. Blogs and Crisis: How to monitor the blogosphere and mechanisms for response
The frightening power of bloggers, to respond or not to respond, what cost monitoring?
Sally Falkow, Jay Stockwell

C. Wikis: How they fit into corporate communications strategy and how you can create one
Where does this format work, what are the dangers of an open forum, how much will it cost, how will you know it’s working?
Mark Jen, Giovanni Rodriguez, Ed Schipul

D. Podcasting and Video Blogging in the Corporate Environment: Examples of organizations using podcasting and how you can incorporate this technology into your plan
What makes good corporate casting content, what kind of investment will you need, how can you measure results?
Eric Schwartzman, Mark Jen

Bulldog Reporter''s "Revolution in PR Technology: How Blogs, RSS, Wikis, and Podcasting are Transforming Corporate Communications"

Thu, 25 Aug 2005 16:29:14 -0500

MORNING – 9AM - NOON

I. How These Technologies Are Revolutionizing Corporate Messaging
A. Overview: New publishing power to the people—and to PR
Steve Rubel, Sally Falkow, Pete Blackshaw

B. RSS: What is syndication and how simple is it (really) to use?
Sally Falkow, Pete Blackshaw, Makaela Meadows

C. Blogs: What are they, how do they work, why do they matter, who is using them, how can you get started?
Sally Falkow, Steve Rubel

D. Pod- and Videocasting: What are they, how do they work, why do they matter, who is using them, what problems do they engender, how can you get started?
Eric Schwartzman, Dan Forbush, Makaela Meadows

E. Wikis: What are they, how do they work, why do they matter, who is using them, what problems do they engender, how can you get started?
David Berger, Dan Forbush, Ed Schipul

LUNCH KEYNOTE – NOON - 1PM

How Blogs Are Changing the World
Brooke Gladstone

AFTERNOON – 1PM – 5PM

II. Hands On: How You Can Harness These Technologies Now
A. Blogs and Syndication in the Corporate Environment: Confessions of bloggers/PR pros
Who should write your blog, what should they write about, how much will it cost, how can you measure impact?
Steve Rubel, David Berger, Makaela Meadows

B. Blogs and Crisis: How to monitor the blogosphere and mechanisms for response
The frightening power of bloggers, to respond or not to respond, what cost monitoring?
Steve Rubel, Pete Blackshaw

Houston Communications Alliance - The Talk of the Town

Sat, 04 Dec 2004 16:13:17 -0600

WE’RE THE TALK OF THE TOWN!

Join us in a celebration of our newly formed partnership!

The Houston Communications Alliance links communicators from AMA Houston, the Houston Advertising Federation, the Houston Press Club, IABC Houston, PRSA Houston and the Texas Public Relations Association.

Our mission is to promote partnership among leading communications-based organizations in Houston, in order to leverage and promote relevant community events, professional development opportunities and cooperation among professionals in the industry.

In the holiday spirit and because we’re all communicators, we will be collecting new or gently used cell phones and/or donations in lieu of admission into this event. All donations will be given to the Houston Area Women’s Center to aid victims of domestic and sexual violence in times of trouble.

Catering by Bailey Connor

REGISTRATION
To RSVP for this free event, please send an email with your name and the names of your guests to event-yes@houstoncommunicationsalliance.com.

PRSA Houston Board Meeting followed by Luncheon

Sat, 04 Dec 2004 16:03:39 -0600

Say what you want about the recent presidential campaign, but you won''t want to miss PRSA''s special December 15 meeting to hear what Political Analyst Bob Stein has to say about it. Professor of political science, researcher, author and TV commentator is bound to have an insight or two to share about a political process none of us are soon to forget. Red, blue... however you see the world, you won''t want to miss this special luncheon.

Please call 281-870-1717 to sponsor this event.

When the World Stopped Hearing...Talking...Listening: Communicating Across Great Divides

Sat, 04 Dec 2004 15:58:33 -0600

Program Overview:

Differences and disagreements have too often characterized world conversation in this still-young 21st century. Continents and countries, those who lead them and those who live in them talk but do not engage in dialogue. They hear but do not listen. Cultural, religious, political and economic divides lead to message and media failures. Can we learn to communicate, in the very best two-way sense of what makes communication effective? What can be the role of public relations in creating greater world dialogue and understanding?

This two-day seminar brings together some of today's leading diplomats, scholars, humanitarians and journalists to examine what's wrong with the world communication environment and even more importantly, to offer perspectives on how we can create communication successes.

Public Relations Society of America 2004 International Conference

Wed, 29 Sep 2004 18:21:00 -0500

Two Master Classes - Extended, in-depth workshops led by industry experts:

"Crisis and Emergency Risk Communications"
"The Profit Connection"

Choose from 53 Professional Development Workshops plus a Special Issues Session with Alan Hevesi, the Comptroller of the State of New York:
"Corporate and Government Accountability: An "Insider''s View"
and Meet the National News Media Panel with Patrick M. Fitzgibbons, editor-in-charge, Equities Reuters America, Anne Somerlath, Assistant Business Editor & AP Financial News Chief, Associated Press, Larry Ingrassia, business and financial editor, The New York Times, Eben Shapiro, deputy editor personal journal, The Wall Street Journal and Moderator: Burt Wolder, President PRSA-NY, head of communications, Mellon Human Resources & Investor Solutions.

Public Relations Society of America 2004 International Conference

Wed, 29 Sep 2004 18:16:00 -0500

Two Master Classes - Extended, in-depth workshops led by industry experts:

"A Marketing Approach to PR Planning"
"Awake the Creative Genius Within: The Secret to Building the Big Idea"

Choose from 58 Professional Development Workshops plus Meet the National Entertainment Media Panel with Jan Schillay, senior producer, "Live! With Regis and Kelly," Eliana R. Salzhauer, talent executive, "Late Show with David Letterman," Tommy Crudup, talent executive, "Tony Danza Show"
A senior producer, NBC''s the "Today Show," and Moderator: Jeanne Salvatore, 2004 PRSA Int''l Conference Host Committee Chair, Vice President Consumer Affairs, Insurance Information Institute.

Public Relations Society of America 2004 International Conference

Wed, 29 Sep 2004 13:21:00 -0500

Two Master Classes - Extended, in-depth workshops led by industry experts:

"A Business Simulation: The Trouble at Global Industries"
"Internet Marketing Made Simple"

Choose from 37 Professional Development Workshops plus join us for a whirlwind opening night gala at the glittering jewel in New York City’s cultural crown, the renowned Lincoln Center. Delight in the artistic ambience, catch up with your fellow professionals and enjoy gourmet viands and vintages. Then savor performances from some very special guests representing New York City’s artistic and celebrity community.

2004 PRSA Assembly Meeting

Wed, 29 Sep 2004 12:55:00 -0500

When the News Is Bad: Handling the Toughest Questions And Emotional Questioners

Mon, 27 Sep 2004 12:52:00 -0500

When it comes to answering questions on our feet, most of us think we''re pretty good. This enthusiasm is tempered severely when we encounter extremely difficult and tension filled situations, usually when the questioner is emotional, irritating, intentionally trying to embarrass us, or disrupting the proceedings. Handling emotional questions and questioners is often grueling and gut wrenching.

The questions themselves may be relatively straightforward. It is the emotionalization of the question, or bringing up sensitive topics, that leads to discomfort and, perhaps, a feeling of inadequacy, even fear, in dealing with these situations.

This program is designed to share simple, sensible, positive, and specific techniques that can give you the self-assurance to move ahead. You''ll gain an understanding of the nature and patterns of these tough questioners, while recognizing the emotional triggers that generate irritating behavior. The presentation will involve a seven-step process to deal with emotionally charged situations. It''s a process that helps impose order, purpose, and the useful structuring of information to reduce emotion, help people feel comfortable, and put you in control.

Whether it''s a plant closing, an angry employee meeting, aggravated neighbors, or outraged employees or public officials, this program will help you get a handle on managing the situation more humanely and confidently, for your benefit and for those asking the questions.

These are valuable concepts you can use to coach and teach others.

Fast Company Features Views of Marqeta CEO on AI

Thu, 04 Jan 2024 19:04:00 -0600

Thought leadership can be a powerful way for companies to gain share of voice. The key is to articulate big visionary ideas in ways that are relatable and easily understandable. Doing this can help to position the company and its leadership as trailblazers who care about the right things.

A recent example of this is a byline article by Simon Khalaf, the CEO of Marqeta, a client of DPK Public Relations, which was featured in Fast Company, the world's leading business media brand. The article, "How AI can lead to greater economic equity," examines how responsible deployment of artificial intelligence could revolutionize credit underwriting.

Be sure to make it a priority to assist the C-suite in developing a steady flow of fantastic thought-provoking content as part of your content marketing strategy. While engaging with external influencers can help to amplify your messages, identifying and enabling your internal experts to carry the torch will serve your brand well.

PULSE® Study Finds Debit Issuers Focused on Digital Payments, Mobile Self-Service, Fraud Mitigation

Thu, 17 Aug 2023 15:13:00 -0500

Greater Consumer Awareness and Merchant Acceptance Sparked a Rise of Over 87% Year-over-Year in Point-of-Sale Mobile Wallet Purchases

HOUSTON, August 17, 2023 – The 2023 PULSE Debit Issuer Study, commissioned by Discover^® Financial Services’ PULSE debit network and conducted by West Monroe, finds consumer demand for digital experiences, mobile self-service capabilities and fraud management is commanding the attention of financial institutions. Following the volatility experienced during the pandemic, issuers reported slight growth in the total number of debit transactions, up 1% year-over-year (YoY) in 2022, while dollar volume increased 3%.

“After two years of historic disruption in payments, 2022 was a year for the industry to catch its collective breath and ensure investments are truly meeting the needs of consumers,” said Steve Sievert, executive vice president of Marketing and Brand Management with PULSE. “This year’s study found consumers further embraced contactless cards and mobile payments, while many issuers are focused on securing top-of-digital-wallet position for their debit cards.”

Payment Trends that Surged have Endured
Nearly 80% of issuers reported seeing increased use of mobile wallets in 2022, and mobile wallet transactions at the point-of-sale rose more than 87% YoY. Increased mobile wallet use is being fueled by greater consumer awareness and merchant adoption of NFC-enabled payment terminals. Meanwhile, the sharp growth over the past 2 years in account-to-account (A2A) transactions, which include peer-to-peer payments, business-to-consumer disbursements and gig-economy wage payments, moderated in 2022 with a 6% YoY increase.

Meeting Consumer Demand for Mobile Capabilities
With consumers favoring seamless digital experiences and mobile capabilities, issuers are seeking to keep pace by prioritizing customer experience. More than one-third of respondents (35%) reported accelerating the rollout of new digital capabilities in 2022, with an emphasis on self-service features. Many issuers are investing in a broad range of mobile-app capabilities that allow consumers to perform functions such as ordering, activating, freezing or unfreezing a debit card.

Fraud Management is Top Concern
When asked about trends impacting their debit programs, key focus areas and priority investments, fraud management emerged as issuers’ top concern in 2022. Nearly 90% of issuers reported increased attention on fraud issues, and nearly 45% said fraud initiatives were high-impact. Three-quarters of respondents (76%) reported they enhanced their fraud models to reduce fraud losses and false positives, which negatively impact cardholders. Four out of 10 said they are working to improve the cardholder-dispute experience.

Steady Year-Over-Year Performance
The 2023 Debit Issuer Study found modest improvement in debit key performance indicators from 2021 to 2022. Debit usage per active card remained flat YoY, at more than 29 transactions per month. Debit penetration rates rose marginally to 84.5% of accounts (up 0.2%), and the active rate (the percentage of issuers’ debit cards used regularly) increased slightly to 68.6% (up 1.2%). The average debit ticket increased 2.4% to $48.49 per transaction, likely due to inflation.

For more information, visit the PULSE Debit Issuer Study resource center.

About the Study
The 2023 Debit Issuer Study is the 18th installment in the study series, commissioned by PULSE and conducted by West Monroe, a digital services firm. The study provides an objective fact base on debit issuer performance and financial institutions’ outlook for the debit business. Study respondents included large banks, credit unions and community banks. The sample is representative of the U.S. debit market in terms of institution type, geography and debit network participation.

About PULSE
PULSE is a leader in debit payments, cash access and account transfers, and we deliver exceptional value, choice and convenience to clients across the payments ecosystem. We enable reliable and secure digital money movement for a wide variety of debit card programs by leveraging our PULSE Network, the Discover® Debit program, an advanced fraud-detection platform and partner-support services. Our commitment to continuous improvement, innovation and prioritizing the unique business needs of our clients empowers payment solutions that meet the evolving demands of consumers. PULSE is a Discover (NYSE: DFS) company and part of the Discover Global Network. For more information, visit PULSEnetwork.com.

Statement Regarding One-Year Anniversary of Watson Grinding & Manufacturing Accident

Fri, 22 Jan 2021 12:28:00 -0600

HOUSTON, January 22, 2021 – The former owners of Watson Grinding & Manufacturing Co. released the following statement in advance of the one-year anniversary of an industrial accident in Northwest Houston that occurred on January 24, 2020.

“As we reflect on the terrible event that occurred one year ago, we express our sincere condolences to everyone affected. It is alleged that three deaths were attributed to this tragedy, two of whom were Watson employees. The men who were lost that day, along with their families, will always be in our hearts and prayers.

“We also acknowledge the difficulties experienced by our neighbors whose homes and businesses were affected and whose lives were disrupted. We have been inspired by the community’s response.

“Over the past year we have worked diligently with state and federal agencies to investigate the incident and to gain a clear understanding of what happened that caused this event. Thank you for your patience as this investigation works toward a conclusion, and we thank the teams of officials, experts and investigators for their professionalism and perseverance in this endeavor. It is in everyone’s best interest to understand what went wrong in order to make sure nothing like this happens in the future.”

About Watson Grinding & Manufacturing
Watson Grinding & Manufacturing ceased business operations in 2020. Established as a small specialty grinding shop in 1960, Watson Grinding & Manufacturing grew to include a full-scale machine shop and to offer specialty thermal spray coatings. It provided customers around the world with machining, grinding, lapping and thermal spray coatings.

First Presbyterian Church of Houston Awards $250,000 to Advance Work of Social Entrepreneurs

Wed, 02 Sep 2020 11:56:00 -0500

From 101 applicants, six Project Flourish finalists aim to have positive impact on chronic social challenges

HOUSTON, September 2, 2020 - A panel of judges has selected six Houston-area social-entrepreneurial ventures to receive funding totaling $250,000 from Project Flourish, a program of First Presbyterian Church of Houston (fpchouston.org). Project Flourish is a church-based "shark-tank" style business pitch competition focused on "growing ideas for the good of Houston." The finalist "Award Winners" each address complex social challenges faced by the Houston community, including childcare, nutrition, education, and job training. They include:

Project One Day - Provides free, Christ-centered childcare for economically at-risk infants and toddlers through the use of a single-parent cooperative. Parents volunteer one day a week to receive 44 hours of free childcare weekly. Awarded $75,000.
Small Places, LLC - Uses urban agriculture to develop a culture of health by renewing the bond between people, places, and food. Awarded $75,000.
Eight Million Stories - Seeks to transform the lives of vulnerable 14- to 18-year-olds through education, skills training, employment, and authentic relationships. Awarded $35,000.
GoBU - A movement that aims to entertain, educate, and evangelize through quality Christian hip hop and R&B. Awarded $25,000.
Belong Bakery - Intends to certify, train, and create dignified, meaningful, paid employment for adults with intellectual and developmental disabilities. Awarded $20,000.
Brazen Table - Trains survivors of human trafficking in the hospitality industry, empowering them to reclaim their personal identities and their futures. Awarded $20,000.

The six Project Flourish award recipients were selected from a field of 14 semi-finalists. Beginning in late 2019, each semi-finalist was paired with a Project Flourish "Navigator" (mentor) who helped to refine their business plan and pitch presentation. The panel of judges made up of business and community leaders who are members of the First Presbyterian congregation, selected the award recipients and determined how much each will receive.

"We have been tremendously impressed by the innovation and dedication each social entrepreneur brought to this challenge," said Rev. Dr. Jim Birchfield, Senior Pastor of First Presbyterian Church. "Through the selection of these six organizations, the judges seek to add to the existing portfolio of Project Flourish ventures that are moving the needle in addressing social challenges that affect everyone in Houston."

"I don't think it has ever been as important than now to encourage the development of new social ventures. Each one of these Award Winners is doing hard, courageous work, lighting up fires of hope in a world consumed by hard times and bad news. I am so proud of them all, and we have been honored to work with them," said Austin Hermann, Director of the Center for Faith, Work, and Innovation at First Presbyterian Church of Houston.

First Presbyterian Church of Houston held a Zoom-based celebration for the winners available to stream on-demand at https://vimeo.com/454869914. The hour-long virtual event features each winning team's pitch.

To learn more, please visit www.projectflourish.org.

About First Presbyterian Church Houston
Established in 1839, First Presbyterian Church of Houston was the first church to organize and build in Houston. Today its congregation continues to worship and serve from its location in the heart of the city's museum district. Committed to providing opportunities to gather, grow, and go, the FPC Houston community strives to impact Houston and beyond through multiple worship styles, Biblical teaching, and diverse opportunities to serve both locally and globally. FPC is affiliated with ECO: A Covenant Order of Evangelical Presbyterians. This relationship with the denomination is expressed through participation in its local governing body, the Presbytery of Texas. For more information, visit https://fpchouston.org.

PULSE Study: E-Commerce and Other Card-Not-Present Debit Transactions Surging

Mon, 10 Aug 2020 16:52:00 -0500

Card-not-present volume grew at 10 times the rate of card-present in 2019, and issuance of contactless cards nearly tripled

HOUSTON, August 10, 2020 – Card-not-present debit transactions surged 21% year-over-year in 2019, according to a new study commissioned by Discover Financial Services’ PULSE® debit network and conducted by Oliver Wyman. The 2020 Debit Issuer Study found that one card-not-present transaction type – account-to-account (A2A) transfers using debit – is the fastest growing category of debit, doubling year-over-year and accounting for 40% of total debit growth.

These increases reflect growth in consumer use of debit to shop online, and to fund purchases and person-to-person transfers using apps such as PayPal, Venmo and Zelle. In addition, more business-to-consumer payments are being delivered via debit, including insurance payouts and payments to gig-economy workers such as drivers for ride-share services.

While the growth rate for card-present transactions was a more modest 2%, these transactions still represent 73% of all debit transactions.

“Debit is being used more often by more consumers, and in a greater variety of ways than ever before,” said Jennifer Schroeder, executive vice president of product management with PULSE. “This year’s Debit Issuer Study shows that, even before the COVID-19 pandemic, debit use was growing in digital-commerce channels. This growth was a key driving force behind the record 77.4 billion debit transactions that were made in the U.S. in 2019, up a very healthy 6.5% year-over-year.”

The study, based on a representative sample of U.S. debit issuers, determined that debit’s continued strength makes it more important than ever to financial institutions (FIs). Approximately 25% of non-interest income for community FIs now comes from debit interchange. Historically low interest rates, combined with debit’s resilience, makes non-interest income from their debit programs more important than ever.

Pandemic Expected to Accelerate Trends

Changes in government guidance, business practices and consumer behavior in response to the COVID-19 pandemic are expected to accelerate the major shifts the 2020 Debit Issuer Study identified; namely, rising card-not-present activity and greater issuance and use of contactless debit.

“Card-not-present transactions already represent 27% of all debit transactions and are growing about 10 times faster than card-present transactions,” said Tony Hayes, a partner at Oliver Wyman and study principal. “That growth will surely accelerate due to a surge in e-commerce, and a shift in many traditional card-present merchant categories, such as grocery and restaurants, to remote card-not-present ordering.”

In addition to greater use of debit in card-not-present environments, the average ticket size for these purchases is considerably larger than a transaction made with a card. The average card-not-present transaction totaled $61.48 in 2019, while the average card-present purchase totaled $34.10.

The shift toward card-not-present transactions after the study period can be seen in PULSE Network volume data reflecting the impact of the pandemic, published periodically on PULSE’s Pandemic Response Resource Hub.

Even prior to the pandemic, issuers participating in the 2020 Debit Issuer Study cited offering contactless debit cards as their top priority. While 29% of respondents were issuing contactless debit cards to at least some cardholders at the end of 2019 (up from 10% at the end of 2018), another 37% expect to be doing so by the end of 2020.

Based on issuers’ stated plans in early 2020, 87% of debit cards are expected to be contactless by year-end 2022. Oliver Wyman expects the issuance, acceptance and use of contactless cards all to accelerate as a result of the COVID-19 pandemic, and contactless transaction volume to increase accordingly.

Further study details are available at https://www.pulsenetwork.com/public/debit-issuer-study/.

About the Study

The 2020 Debit Issuer Study is the 15th installment in the study series, commissioned by PULSE and conducted by Oliver Wyman, an independent management consulting firm. The study provides an objective fact base on debit issuer performance and financial institutions’ outlook for the debit business. Fifty-five institutions – including large banks, credit unions and community banks – participated in the study. The participants collectively issue approximately 157 million debit cards and represent 42% of the U.S. debit market. The sample is representative of the U.S. debit market in terms of institution type, geography and debit network participation.

About PULSE

PULSE, a Discover Financial Services (NYSE: DFS) company, is one of the nation’s leading debit/ATM networks. Financial institutions, merchants, processors and ATM deployers across the United States and around the world depend on PULSE’s comprehensive suite of products and services and its commitment to providing exceptional client service, flexibility, security and superior economics. PULSE serves as a resource for debit education, research and knowledge drawn from more than three decades of industry experience. For more information, visit pulsenetwork.com. For insights into the latest payments industry trends, visit Payments & You.

First Presbyterian Church of Houston to Host “Feeding Houston’s Heroes” Event

Mon, 18 May 2020 18:34:00 -0500

Church leaders and volunteers will distribute 300 meals to community’s first responders

HOUSTON, May 18, 2020 – First Presbyterian Church of Houston is expecting a parade of vehicles Tuesday morning as it hosts one of the biggest Feeding Houston’s Heroes (FHH) events yet. FHH Volunteers will turn the FPC parking lot into a drive-thru, distributing hundreds of meals to Houston’s EMS crews, firefighters, police officers and other first responders. Meals will be prepared by Pioneer Smokehouse owner Mark Renn, who is also an ordained ECO pastor.

Where: FPC Houston ‘s North parking lot at 5300 Main St, Houston, TX 77004

Vehicles will enter on south side and exit on north side

When: 11am until Noon, Tuesday, May 19, 2020

Feeding Houston’s Heroes, a newly formed initiative in partnership with FPC Houston, is an opportunity for Houstonians to express their appreciation to Houston’s healthcare workers, first responders and others on the front lines of the battle against the COVID-19 pandemic. Through online donations, FHH treats first responders and simultaneously supports local restaurants that have struggled to stay afloat during this time of uncertainty by using 100 percent of the money raised to purchase meals, snacks and coffee.

“We are delighted to give back to these men and women who are giving everything they’ve got to protecting the health and welfare of Houstonians,” said Joni Calkins, FPC Houston member and a founder of Feeding Houston’s Heroes initiative. “If you are looking for a way to care for others during this time of social distancing, all the funds collected will be used for the purchase and delivery of meals and snacks.”

“It has been an honor and a privilege for us to be able to feed the heroes on the frontline,” said Addie Teague of Relish Restaurant and Bar. “Feeding Houston’s Heros has given us and our staff a sense of purpose, while also financially helping us keep our employees and pay our vendors during these trying times. We will get through this together.”

You can make a gift in the following ways:

Give online at https://fpchouston.org/give-at-fpc/ and select the Feeding Houston's Heroes fund
Text a donation to 713.804.8035 with the amount of your donation followed by FeedingHoustonsHeroes
Donate by mailing your gift to: First Presbyterian Church, Attention: Finance Office, 5300 Main St. Houston, TX 77004

Those outside of FPC Houston can also give via the FHH GoFundMe campaign: https://www.gofundme.com/f/feeding-houston039s-heroes.

To learn more please visit https://fpchouston.org/feeding-houstons-heroes/.

About First Presbyterian Church Houston

Established in 1839, First Presbyterian Church of Houston was one of the first churches to organize and build in Houston. Today its congregation continues to worship and serve from its location in the heart of the city's museum district. Committed to providing opportunities to gather, grow, and go, the FPC Houston community strives to impact Houston and beyond through multiple worship styles, Biblical teaching, and diverse opportunities to serve both locally and globally. FPC is affiliated with ECO: A Covenant Order of Evangelical Presbyterians. For more information, visit https://fpchouston.org.

Photo credit: Ted Eytan

# # #

DPK Public Relations Featured in COVID-19 News

Fri, 24 Apr 2020 13:14:00 -0500

When America's journalists want to offer their readers and viewers analysis related to crisis communications planning and response, they turn to DPK Public Relations. Below are links to some of the recent news stories that offered guidance for how to communicate in a public health crisis.

Coronavirus in Florida: DeSantis junks tested storm briefings playbook. Why?

Palm Beach Post

https://www.palmbeachpost.com/news/20200410/coronavirus-in-florida-desantis-junks-tested-storm-briefings-playbook-why

“One of the key functions of having visibility in times like this is being able to report public health information, but, also, by doing so, you are building trust with the public,” said Dan Keeney, president of DPK Public Relations and an expert in crisis management. “It’s either an opportunity seized or an opportunity missed.”

Especially when the public is facing a variety of challenges and concerns. Troubles with the state’s unemployment benefits process have been well-documented. There has been confusion about testing for COVID-19. Panic buying has left retailers bereft of supplies like paper towels and a meme-inducing shortage of toilet paper.

Keeney and others said there are reasons leaders may opt to lay low in times of crisis. One is that they simply lack answers. It is a strategy, he points out, which has been adopted by more U.S. governors than just DeSantis.

Why and how communicators must address the coronavirus outbreak

Ragan.com

https://www.ragan.com/why-and-how-communicators-must-address-the-coronavirus-outbreak/

The coronavirus outbreak brings back memories of the 2014 Ebola outbreak in Dallas, says Daniel Keeney, founder and president of DPK Public Relations. Some of the same healthcare management and communications mistakes committed in 2014 are being repeated in the coronavirus situation. Drawing on an analysis of the Ebola crisis by Kathleen Lewton, principle with Lewton, Seekins & Trester LLC, Keeney offers these recommendations:

Know the facts before you speak. Early in both the Ebola and coronavirus outbreaks, health experts knew very little about the disease and how they spread. As the coronavirus started spreading, political leaders, including Washington Governor Jay Inslee and President Trump, issued unrealistically positive public statements. Even now, it’s not known how easily or rapidly the virus spreads, partly because information from China is unreliable. Organizations affected by the handful of coronavirus cases in the U.S. are employing strict measures to prevent spread from the infected patients.

Don’t be pressured into releasing information. The media’s appetite for information is insatiable. Don’t allow journalists’ complaints about lack of transparency pressure you into releasing information you’ll later regret. Focus on responding to and correcting inaccurate statements on Twitter and other social channels rather than worrying if a journalist feels slighted.

Communicating is critical but is no substitute for training. Staff members at hospitals admitting the first Ebola patients were not trained in fundamental aspects of Ebola patient care. Since the Ebola outbreak, U.S. hospitals have implemented more training in dealing with patients with infectious disease. Businesses, too, must offer training to employees in risk prevention, including frequent and thorough hand-washing. It also helps prevent the common flu.

Coronavirus: Be informed & be prepared so as to live

Chronicle

https://www.chronicle.co.zw/coronavirus-be-informed-be-prepared-so-as-to-live/

We can draw lessons from the Ebola outbreak in 2014, says Daniel Keeney, founder and president of DPK Public Relations. This will help making the same healthcare management and communications mistakes committed then from being repeated in the coronavirus situation.

In his wisdom, Keeney offers these recommendations:

Know the facts before you speak. One of my teachers used to implore us to engage our brains before we spoke. In this case, get your facts right first before you go viral.

“Early in both the Ebola and coronavirus outbreaks, health experts knew very little about the disease and how they spread. As the coronavirus started spreading, political leaders, including Washington Governor Jay Inslee and President Trump, issued unrealistically positive public statements,” Keeney observes.

Information should be from reliable sources, finish and klaar!

Don’t be pressured into releasing information. The media’s appetite for information is well known. Journalists put pressure on authorities to release information even when it is half baked. The focus should be on responding to and correcting inaccurate statements on Twitter and other social channels rather than worrying if journalists feel ignored.

Communicating is critical but is no substitute for training. I was pleasantly surprised when I saw top local health personnel engaging in training on how to handle the outbreak at a local hotel. I am told that the training was to be cascaded to lower level health workers in preparation from a possible outbreak.

Photo Credit: Olgierd Rudak

Watson Grinding & Manufacturing Co. and Watson Valve Services, Inc. Seek to Restructure

Thu, 06 Feb 2020 14:07:00 -0600

HOUSTON, February 6, 2020 – Watson Grinding & Manufacturing Co and Watson Valve Services, Inc. today filed a petition for voluntary Chapter 11 reorganization with the U.S. Bankruptcy Court of the Southern District of Texas. Once approved by the Court, this filing will allow the companies to continue operation of their businesses and service to customers while they work through a plan of reorganization.

Watson Grinding & Manufacturing ceased operations after a propylene gas explosion on January 24th. Due to what is expected to be a long-term interruption of business operations, the company was forced to terminate the employment of approximately 80 workers this week.

Watson Valve, also had its business near the explosion site and would contract with Watson Grinding to machine products for customers. It continues to operate at approximately 20 percent of normal capacity by utilizing other suppliers.

“Our hearts go out to everyone who has been affected by this tragedy and we are convinced that the best way to ensure our organization can play a positive role in the long-term recovery of the area is by remaining a viable business,” said John Watson, son of the company’s founder and the CEO of Watson Grinding & Manufacturing Co. “We are a family business and through this reorganization, we intend to save the company and protect and restore the jobs for our dedicated and hardworking team.”

Watson is co-owner of the company with his brother-in-law, Robert White and nephew, Jason White.

How the accident happened and who may be responsible is still under investigation and cannot be determined at this early stage.

The Chapter 11 filing states that the company intends to marshal its assets and allow for an orderly claims process. As part of the reorganization, company leadership will explore a variety of strategic and structural initiatives to best position both Watson Grinding & Manufacturing and Watson Valve for long-term success in the future.

About Watson Grinding & Manufacturing
Established as a small specialty grinding shop in 1960, Watson Grinding & Manufacturing grew to include a full-scale machine shop and to offer specialty thermal spray coatings. It provides customers around the world with machining, grinding, lapping and thermal spray coatings. As a full-service manufacturer, in-house capabilities include full-service CNC machining, manual machining and precision grinding of large parts and exotic alloys.

About Watson Valve Services, Inc.
Founded in 2002, Watson Valve Services is a provider of severe service ball valves used by autoclave operations, mining and chemical facilities around the world.

Statement from John Watson, CEO of Watson Grinding & Manufacturing

Tue, 28 Jan 2020 16:19:00 -0600

HOUSTON, January 28, 2020 – On Tuesday, January 28th John Watson, CEO of Watson Grinding & Manufacturing issued the following statement:

“We understand and appreciate the intense interest in supporting the community who have been affected by last week’s incident. It’s heartbreaking to see our neighbors struggle.

“To correct comments I made earlier today, no claims process has been established at this time. Who is at fault and who will pay for damages cannot be determined at this early stage.

“We too continue to manage the immediate aftermath, and evaluate options around how to support the community. Our priority remains working with federal, state and local officials to secure the site and ensure safety for the area. In terms of next steps, there is a process that must be followed, and it takes time. A complete investigation is essential to determine the cause and identify potentially responsible parties. At this point, it is premature for the insurers to make any decisions with regard to payment from this tragic incident.

“Finally, we express our heartfelt gratitude to our neighbors and the entire Houston community for your patience, understanding and support during this difficult time. This is a very complex matter and as soon as there is more information available, we expect it will be communicated quickly.”

-- John Watson, CEO, Watson Grinding

Executive Changes at PULSE

Wed, 22 Jan 2020 12:03:00 -0600

HOUSTON, January 22, 2020 -- PULSE, one of the nation’s leading debit/ATM networks, has named Jennifer Schroeder Executive Vice President, Product Management. Schroeder previously was Executive Vice President, Operations. She takes over from Judith McGuire, who recently moved into a new executive role with Discover Financial Services, PULSE’s parent company.

See news release on Business Wire.

In her new role, Schroeder will focus on growing Discover® Debit and continuing to expand PULSE capabilities. Schroeder will maintain PULSE’s emphasis on offering competitive payment choices that accommodate consumers’ shifting buying behavior and their increasingly digital lifestyles.

“Throughout Jennifer’s more than six years at PULSE, and 20 years at Discover, she has succeeded in creating best-in-class client service organizations,” said Dave Schneider, President of PULSE. “We look forward to her ongoing contributions to PULSE’s success as she leads our product strategy.”

In addition, PULSE has elevated Jim Lerdal to Executive Vice President, Operations. Lerdal previously was Vice President, Fraud Operations and Compliance for PULSE, and he successfully led the enhancement of PULSE’s DebitProtect® fraud-detection service, as well as the operational implementation of a robust anomaly-detection program. In his new role, Lerdal will continue the focus on operational excellence in support of PULSE clients and infrastructure.

About PULSE

Homegrown Startup Pitchfest

Mon, 08 Apr 2019 17:05:22 -0500

Max Westendorf of Westendorf Oyster Farm captivated the judges of United Bank’s Homegrown Startup Pitchfest contest, earning Westendorf first place and the $25,000 top prize. Second place and $10,000 went to Mobile resident Bailey Duos of Port City Pups. Third place and $5,000 went to Scott Blair and 2U Tire of Daphne. Discover Financial Services sponsored the $40,000 in prizes. In all, 10 promising startups and entrepreneurs from Alabama and Florida, chosen from more than 50 applicants, presented their business plans live to a panel of judges.

Leading Personal Injury Law Firm

Wed, 16 Nov 2016 13:12:01 -0600

DPK Public Relations is proud to be assisting strategic partner CFM Strategic Communications in guiding a branding/marketing program for a leading personal injury law firm in the Pacific Northwest. Dave Bassett of Bassett Studios captured some of our work.

PULSE Debit Issuer Study Media Exhibits

Mon, 08 Aug 2016 13:48:38 -0500

The 2016 Debit Issuer Study, commissioned by PULSE, was released on August 8, 2016, offering valuable insights into the debit industry’s shift to chip (EMV) cards and mobile payments. These images help to illustrate the key findings of the study. Download the PDF at http://www.dpkpr.com/files/641/download/.

2016 Feast of Saint Arnold

Wed, 20 Jul 2016 18:30:52 -0500

Saint Arnold Brewing Co.'s 2016 Feast of Saint Arnold raised a total of $106,000 for Texas Children’s Hospital Inflammatory Bowel Disease (IBD) Center. The funds will support research into IBD, a group of autoimmune disorders including Crohn’s Disease and ulcerative colitis, which together affect approximately 1.6 million Americans. A portion of funds also cover the costs of Texas Children’s Camp Survived It All for gastrointestinal (GI) patients who otherwise would not be able to afford going.

Saint Arnold Bishop's Barrel No. 14

Mon, 20 Jun 2016 15:02:42 -0500

Pubs and restaurants throughout Texas and Louisiana have begun to receive shipments of Saint Arnold Bishop’s Barrel No. 14 brewed by Saint Arnold Brewing Co. (www.saintarnold.com), the oldest craft brewery in Texas. Saint Arnold Bishop’s Barrel No. 14 started with the recipe for Saint Arnold Divine Reserve No. 5 – rated world class on Beer Advocate. Saint Arnold’s brewers aged it for 11 months in Woodford Reserve bourbon barrels. The brewers then added espresso beans after the barrel aging to complement the flavors and add balance.

World Elevated Beer Pouring Championship

Thu, 09 Jun 2016 13:04:32 -0500

The Saint Arnold 22nd Anniversary Party will feature the World Elevated Beer Pouring Championship. As the name of the event implies, teams will compete to see who can pour beer from a pitcher into a bucket the quickest. The twist is that the person holding the pitcher will be standing atop an elevated scissor list and their teammate will be holding the bucket on his head at ground level.

Saint Arnold PUP Crawl

Tue, 24 May 2016 16:42:44 -0500

The sold-out Saint Arnold PUP Crawl last weekend celebrated the success of Saint Arnold’s Ale Wagger initiative. Saint Arnold Founder/Brewer Brock Wagner presented a check for $12,000 to representatives of the Houston BARC Foundation. The funds were raised through the sale of Saint Arnold Ale Wagger, an award-winning brown ale.

Media Training at NASA - January 2015

Tue, 23 Jun 2015 18:13:10 -0500

DPK Public Relations has been conducting media training and presentation skills training for NASA since 2004. During that time, we have trained hundreds of NASA spokespersons to powerfully and positively deliver the organization's ideas.

Saint Arnold Divine Reserve No. 14

Fri, 18 Apr 2014 16:40:20 -0500

Saint Arnold Divine Reserve No. 14 will be released on April 28, 2014. It is a Strong Belgian Golden Ale. This style can be quite tasty, but Saint Arnold wanted to make one with a little more complexity and depth and wanted to do so without digging into the spice cabinet to achieve this. Ultimately, the key to the recipe is the addition of rye and finding the right yeast. Oh, and 10% ABV. Here are brewer Casey Motes' thoughts on this recipe: "The goal of this beer was to make a Belgian/American hybrid using West Coast American hops and rye to emulate the fruit and spices often found in Belgian beers. The beer pours a bright golden color. The nose is a mixture of phenolics from the Belgian wit yeast and light citrus from the American hops with a touch of graininess. Rye adds sweetness and complexity to the pilsner and aromatic malts. The spice of the rye is somewhat subdued at lower temperatures but becomes more apparent as the beer warms. Cascade and centennial hops were used for both flavor and aroma, adding floral and citrus notes to play off the strengths of the yeast. Belgian candi sugar was added during fermentation to bump up the alcohol while allowing the beer to avoid finishing too sweet. The dry finish hides the 10% alcohol nicely and makes you want to take another sip." This release is ready to enjoy today. How will it age? Ask us in five years. Download high resolution images at the following links: http://www.saintarnold.com/images/dr14_bottle_12oz_beauty.jpg http://www.saintarnold.com/images/dr14_bottle_12oz.jpg http://www.saintarnold.com/images/dr14_bottle_22oz.jpg http://www.saintarnold.com/images/dr14_six_pack.jpg

The Aldridge Company

Wed, 29 Feb 2012 10:35:53 -0600

These were shots taken by photographer Craig Hartley for the feature article, "The Aldridge Co. founder turned part-time hobby into serious business," in the Houston Business Journal. Read the article at http://www.bizjournals.com/houston/print-edition/2011/06/03/the-aldridge-co-founder-turned.html.

Super Bowl Recipe: Texas WHEATies

Mon, 31 Jan 2011 22:06:10 -0600

The following is the 3rd Place recipe for Texas WHEATies, Saint Arnold Texas Wheat braised sausage stuffed inside a Texas Wheat pancake developed by The Carnies. It debuted at the 2011 One Pot Showdown and will be the perfect way to start Super Bowl Sunday:

Texas Wheat Syrup Ingredients

4 parts Malt Syrup
4 part Maple Syrup
1 part Saint Arnold Texas Wheat

Batter Ingredients

3 Cups + 2 Tablespoons All Purpose Flour
½ Teaspoons Salt
1.5 Tablespoons Baking Powder
2 Tablespoons Sugar
2/3 cup dry milk
2 Whole Large Eggs
1 Tablespoon Vanilla
1/2 Stick of Butter
1 and 3/4 Cup Saint Anorld Texas Wheat
1/4 Cup Beer Syrup

Sausage

1/4 lb uncooked pork regular flavor breakfast sausage

Preparation Instructions

Brown and crumble sausage in pan and add 1/2 cup Saint Arnold Texas Wheat when sausage is fully cooked.
Turn off heat and leave for 5-10 minutes
Mix together dry milk and Saint Arnold Texas Wheat in separate bowl until combined
Mix together remaining dry ingredients into another large bowl.
Add eggs, vanilla, and beer syrup to bowl with dry milk & Texas Wheat, stir until combined
Add wet ingredients to dry ingredients, stirring very gently until just combined.
Melt butter and add it to the batter, stirring gently to combine.
Ladle out batter mixture into buttered pan
Sprinkle crumbled sausage evenly into cooking pancake
Flip pancake when golden brown on bottom
Paint beer syrup over cooked side of pancake with brush
Flip once more when golden brown on bottom
Paint other side of pancake with Texas Wheat syrup
Serve with melted butter and additional Texas Wheat syrup

Photo credit: Groovehouse as published in Houston Press

Super Bowl Recipe: Lawn and Sea Stew

Mon, 31 Jan 2011 21:53:26 -0600

The following is the champion recipe for Lawn and Sea Stew, the 2011 One Pot Showdown created by Chef Matt Marcus and the Eatsie Boys.

Ingredients

3 Pounds Mussels, bearded and cleaned
1 Pound Purple Potatoes, cut in half
4 Stalks Celery, Medium dice
3 Carrots, Medium dice
1 Onion, Medium dice
1 Fennel bulb, Medium dice
4 cloves of garlic, rough chop
1 Pound Chorizo, loose
2 Quart Chicken Stock
2 pints Heavy Cream
4 bottles Saint Arnold Fancy Lawnmower Beer
1/2 lemon, juiced
Salt and Pepper to taste
Olive oil for cooking

Preparation of Lawn and Sea Stew

Place olive oil in a pot over medium heat with chopped garlic.
Allow garlic to become aromatic, place cleaned mussels in the pot.
Allow oil to coat mussels and add 2 bottles of Saint Arnold Fancy Lawnmower Beer.
Let it come to a boil.
Begin to remove any mussels that begin to open. You do not want to over cook the mussels and should be a little undercooked when they are removed.
Allow the mussels to cool and strain and reserve the mussel juice left in the pot.
In the same pot, begin to saute the chorizo. The chorizo will release a lot of fat and this will be used as your fat for sweating your vegetables.
When chorizo is cooked, begin by adding the potatoes first and cook for 4 minutes.
Then add the rest of your vegetables. Sweat the veggies until they loose some texture.
Season the vegetables with salt and pepper.
Add your remaining 2 bottles of Saint Arnold Fancy Lawnmower Beer, chicken stock, and reserved mussel juice.
Allow to simmer for 30 minutes with constant stirring.
While the pot is simmering, begin shucking your mussels into a bowl reserving all meat and juice from the mussels.
After simmering time add the heavy cream and cook for another 20 minutes.
After that add your mussel meat and any remaining juice left in the bowl.
Cook for 15 minutes.
Season with salt and pepper to taste and add the lemon juice.
The Chef says he usually reserves the sprigs from the fennel to use as garnish.
Serve piping hot!

Sitemap

Thu, 02 Dec 2010 15:05:17 -0600

The links below represent the site map and structure.

DPK Public Relations Ethical Code of Conduct

Thu, 04 Dec 2008 15:49:23 -0600

DPK Public Relations endorses and adheres to the Public Relations Society of America Member Code of Ethics as adopted in 2000, upon which the DPK Public Relations Ethical Code of Conduct is based.

This Code applies to all activities in which DPK Public Relations is involved. The Code is designed to be a useful guide for DPK Public Relations and its client organizations as they plan and implement various public relations initiatives. This Code is designed to anticipate and accommodate ethical challenges that may arise. The scenarios outlined in the Code provision are actual examples of misconduct. More will be added as experience with the Code occurs.

DPK Public Relations is committed to ethical practices. The level of public trust DPK Public Relations seeks, as we serve the public good, means we have taken on a special obligation to operate ethically.

The value of DPK Public Relations' reputation depends upon our ethical conduct. We pursue excellence with powerful standards of performance, professionalism and ethical conduct.

Ethical practice is the most important obligation of DPK Public Relations.

DPK Public Relations Statement of Professional Values

This statement presents the core values of DPK Public Relations and, more broadly, of the public relations profession. These values provide the foundation for the DPK Public Relations Code of Ethics and set the industry standard for the professional practice of public relations. These values are the fundamental beliefs that guide our behaviors and decision-making process. We believe our professional values are vital to the integrity of the profession as a whole.

ADVOCACY

DPK Public Relations serves the public interest by acting as responsible advocates for those we represent. We provide a voice in the marketplace of ideas, facts, and viewpoints to aid informed public debate.

HONESTY

DPK Public Relations adheres to the highest standards of accuracy and truth in advancing the interests of those we represent and in communicating with the public.

EXPERTISE

DPK Public Relations acquires and responsibly uses specialized knowledge and experience. We advance the profession through continued professional development, research, and education. We build mutual understanding, credibility, and relationships among a wide array of institutions and audiences.

INDEPENDENCE

DPK Public Relations provides objective counsel to those we represent. We are accountable for our actions.

LOYALTY

DPK Public Relations is faithful to those we represent, while honoring our obligation to serve the public interest.

FAIRNESS

DPK Public Relations deals fairly with clients, employers, competitors, peers, vendors, the media, and the general public. We respect all opinions and support the right of free expression.

DPK Public Relations Code Provisions

FREE FLOW OF INFORMATION

Core Principle: Protecting and advancing the free flow of accurate and truthful information is essential to serving the public interest and contributing to informed decision making in a democratic society.

Intent: To maintain the integrity of relationships with the media, government officials, and the public and to aid informed decision-making.

Guidelines: DPK Public Relations shall:

Preserve the integrity of the process of communication.
Be honest and accurate in all communications.
Act promptly to correct erroneous communications for which the practitioner is responsible.
Preserve the free flow of unprejudiced information when giving or receiving gifts by ensuring that gifts are nominal, legal, and infrequent.

Examples of Improper Conduct Under this Provision:

A representative of DPK Public Relations representing a ski manufacturer gives a pair of expensive racing skis to a sports magazine columnist, to influence the columnist to write favorable articles about the product.
A representative of DPK Public Relations entertains a government official beyond legal limits and/or in violation of government reporting requirements.

COMPETITION

Core Principle: Promoting healthy and fair competition among professionals preserves an ethical climate while fostering a robust business environment.

Intent: To promote respect and fair competition among public relations professionals and to serve the public interest by providing the widest choice of practitioner options.

Guidelines: DPK Public Relations shall:

Follow ethical hiring practices designed to respect free and open competition without deliberately undermining a competitor.
Preserve intellectual property rights in the marketplace.

Examples of Improper Conduct Under This Provision:

A representative of DPK Public Relations engaged by a "client organization" shares helpful information with a counseling firm that is competing with others for the organization's business.
A representative of DPK Public Relations spreads malicious and unfounded rumors about a competitor in order to alienate the competitor's clients and employees in a ploy to recruit people and business.

DISCLOSURE OF INFORMATION

Core Principle: Open communication fosters informed decision making in a democratic society.

Intent: To build trust with the public by revealing all information needed for responsible decision making.

Guidelines: DPK Public Relations shall:

Be honest and accurate in all communications.
Act promptly to correct erroneous communications for which the member is responsible.
Investigate the truthfulness and accuracy of information released on behalf of those represented.
Reveal the sponsors for causes and interests represented.
Disclose financial interest (such as stock ownership) in a client's organization.
Avoid deceptive practices.

Examples of Improper Conduct Under this Provision:

Front groups: A member implements "grass roots" campaigns or letter-writing campaigns to legislators on behalf of undisclosed interest groups.
Lying by omission: A practitioner for a corporation knowingly fails to release financial information, giving a misleading impression of the corporation's performance.
A representative of DPK Public Relations discovers inaccurate information disseminated via a Web site or media kit and does not correct the information.
A representative of DPK Public Relations deceives the public by employing people to pose as volunteers to speak at public hearings and participate in "grass roots" campaigns.

SAFEGUARDING CONFIDENCES

Core Principle: Client trust requires appropriate protection of confidential and private information.

Intent: To protect the privacy rights of clients, organizations, and individuals by safeguarding confidential information.

Guidelines: DPK Public Relations shall:

Safeguard the confidences and privacy rights of present, former, and prospective clients and employees.
Protect privileged, confidential, or insider information gained from a client or organization.
Immediately advise an appropriate authority if a member discovers that confidential information is being divulged by an employee of a client company or organization.

Examples of Improper Conduct Under This Provision:

A representative of DPK Public Relations changes jobs, takes confidential information, and uses that information in the new position to the detriment of the former employer.
A representative of DPK Public Relations intentionally leaks proprietary information to the detriment of some other party.

CONFLICTS OF INTEREST

Core Principle: Avoiding real, potential or perceived conflicts of interest builds the trust of clients, employers, and the publics.

Intent: To earn trust and mutual respect with clients or employers and to build trust with the public by avoiding or ending situations that put one's personal or professional interests in conflict with society's interests.

Guidelines: DPK Public Relations shall:

Act in the best interests of the client or employer, even subordinating the member's personal interests.
Avoid actions and circumstances that may appear to compromise good business judgment or create a conflict between personal and professional interests.
Disclose promptly any existing or potential conflict of interest to affected clients or organizations.
Encourage clients and customers to determine if a conflict exists after notifying all affected parties.

Examples of Improper Conduct Under This Provision

A representative of DPK Public Relations fails to disclose that he or she has a strong financial interest in a client's chief competitor.
A representative of DPK Public Relations represents a "competitor company" or a "conflicting interest" without informing a prospective client.

ENHANCING THE PROFESSION

Core Principle: Public relations professionals work constantly to strengthen the public's trust in the profession.

Intent: To build respect and credibility with the public for the profession of public relations and to improve, adapt and expand professional practices.

Guidelines: DPK Public Relations shall:

Acknowledge that there is an obligation to protect and enhance the profession.
Keep informed and educated about practices in the profession to ensure ethical conduct.
Actively pursue personal professional development.
Decline representation of clients or organizations that urge or require actions contrary to this Code.
Accurately define what public relations activities can accomplish.
Counsel subordinates in proper ethical decision making.
Require that subordinates adhere to the ethical requirements of the Code.
Report ethical violations, whether committed by PRSA members or not, to the appropriate authority.

Examples of Improper Conduct Under This Provision:

A representative of DPK Public Relations declares publicly that a product the client sells is safe, without disclosing evidence to the contrary.
A representative of DPK Public Relations initially assigns some questionable client work to a non-member practitioner to avoid the ethical obligation of PRSA membership.

Our International PR Team for Your Global Public Relations Needs

Wed, 19 Nov 2008 09:29:38 -0600

Argentina
Gabriela Jurevicius
Haines & Jurevicius
gjurevicius@hyjcom.com.ar
www.hyjcom.com.ar

Australia
Sarah Hawthorn
Pinque
sh@pinque.com.au
www.pinque.com.au

Austria
Claudius Halik
PR-Buro Halik
c.halik@halik.at
www.halik.at

Canada
Duncan Matheson
Bissett Matheson
duncan@bissettmatheson.com
www.bissettmatheson.com

China
Christine Pan
Shanghai Glocal Strategy PR Consulting
phy@junce.com
www.junce.com

Croatia
Igor Duh
Orion PR
orionpr@yahoo.com

Germany
Ulrica Griffiths
Griffiths Consulting
letterbox@griffiths-consulting.de
www.griffiths-consulting.de

India
Werner Fernandes
Pink & White Consulting
wernerf@pinkandwhiteconsulting.com
www.pinkandwhiteconsulting.com

Italy
Luca Glebb Miroglio
Glebb & Metzger s.r.l.
lucaglebb@glebb-metzger.it
www.glebb-metzger.it

New Zealand
Trevor Walton
WHAM Public Relations
twalton@wham.co.nz
www.wham.co.nz

South Africa
Coral Fraser
Coralynne & Associates cc
coralyn@onwe.co.za

South Korea
Laxmi Nakarmi
Saturn Communications
evp@saturncom.com
http://saturncom.com

Spain
Piers Finzel
Finzel PR
piers@finzelpr.com
www.finzelpr.com

Thailand
Artima Tantikul
Vero PR
artima@veropr.com
www.veropr.com

United Kingdom
Karen Nixon
The Partners Group
karen@partners-group.co.uk
www.partners-group.co.uk

Vietnam
Kieu Thu le Nguyen
Vero PR
Kieuthu@veropr.com
www.veropr.com

A Local Approach to Global Public Relations

Tue, 04 Nov 2008 12:00:34 -0600

DPK Public Relations offers expanded international PR capabilities as a member of the International Public Relations (IPR) Team. The IPR Team caters to the increasingly global PR needs of growing businesses in Dallas/Fort Worth, Houston, throughout Texas and across the United States.

The IPR Team is a global network of independent public relations consultancies established to meet the increasingly global communications needs of businesses. This helps DPK Public Relations provide growing businesses access to local media, political, cultural and economic knowledge in markets around the world.

All meaningful relationships are local. The IPR Team is the local approach to global communication. IPR Team members draw on the local knowledge and expertise of partners in other countries to develop and implement strategies that meet their clients' global aspirations.

Businesses expanding into global markets need to communicate effectively with their customers, prospects and communities, which requires skillful navigation of cultural and language barriers. With the IPR Team, DPK Public Relations now offers a simple one-stop mechanism for businesses in Texas and throughout North America seeking overseas representation to find suitable consultancies in their target markets. This eliminates the difficulties often associated with identifying and briefing agencies in a foreign country.

Every IPR Team partner is an established, professional public relations firm with a track record of successes in their home country. Clients benefit from their local network of media and business contacts. Each client works directly with a senior consultant, providing the highest level of personal service. In addition to North America, the IPR Team includes public relations firms in key markets in Africa, Asia, Europe, South America and Australia. For a complete list of IPR Team member PR agencies, click here.

Media Relations Case Study: Saint Arnold Brewing Company

Fri, 18 Jul 2008 18:58:55 -0500

When visitors open the refrigerator at DPK Public Relations, they always have their choice of one of Saint Arnold Brewing Company’s 10 year-round or seasonal brews. DPK Public Relations has been working with Saint Arnold Brewing Company since 2004.

While we hesitate to directly correlate public relations activities to sales (their award-winning products and their excellent business instincts have something to do with their success, after all!) we are proud to be playing an ongoing role in Saint Arnold’s success.

DPK Public Relations’s media relations experts work closely with Saint Arnold Brewing to gather story ideas and package the information to capture the attention of journalists. The resulting media coverage – throughout Texas and across the country – has helped to strengthen Saint Arnold’s position as the leading craft brewery in Lone Star State.

We promote new product launches, brewery expansions, events, business results and trends. The strategy involves keeping a continuous drumbeat of information flowing from the brewery. Recognizing the value of both traditional and online media coverage, the company’s leadership makes it a point to involve the PR team in its strategic planning.

In recent months, stories have appeared in the Houston Chronicle, Houston Business Journal, Houston Press, Dallas Morning News, Fort Worth Star-Telegram, Austin American-Statesman and San Antonio Express-News, as well as many of the state’s television and radio stations. Saint Arnold is celebrated as a homegrown success story.

While this type of ubiquitous media coverage in the company’s target markets is what we shoot for, both the PR team and the company recognize that it is just a step toward achieving the real business objectives for which we are all striving. The true measure of success is sales.

Since the launch of the brewery’s public relations program in 2004, through 2007, Saint Arnold’s production increased more than 150 percent. This was more than twice the pace of growth for America’s craft brewing industry. The company’s revenues increased nearly 140 percent.

Most recently, Saint Arnold announced the acquisition of a historic building for a new, bigger and better brewery. We are looking forward to being a part of Saint Arnold’s success for years to come.

Below is a testimonial from Saint Arnold Brewing's founder and brewer, Brock Wagner:

How PR is Used by U.S. Companies

Tue, 24 Jun 2008 18:08:59 -0500

Product Launch/Issues Management: Breuners Home Furnishings Corporation

Sat, 29 Mar 2008 11:13:22 -0500

When Breuners Home Furnishings Corporation agreed to be the nation’s largest retailer of Martha Stewart Signature™ Furniture with Bernhardt, the Lancaster, Pennsylvania furniture retailer had no way of knowing the high-risk gamble it would represent.

By the time Dan and his team were engaged to maximize the positive exposure of the launch while managing potential negatives, Ms. Stewart was the focus of a criminal investigation that had sullied her personal and professional reputation. As we neared the introduction, it was clear that an indictment could come at any time.

To avoid trouble, we skirted national outlets in favor of local daily and weekly newspapers in towns where Breuner’s stores are located. We arranged one-on-one interviews with lifestyle editors who did not object to our strict guidelines prohibiting questions about anything not directly related to the furniture.

We also executed a grassroots strategy that leveraged Ms. Stewart’s passionate base of devoted fans. Our invitation-only celebration gave hundreds an opportunity to meet Martha and enjoy a presentation detailing her interior design philosophy. We carefully selected a small number of journalists to document the event as well.

As a result, media coverage was friendly and focused on the furniture, not the scandal. Despite images of Ms. Stewart being led from her office in handcuffs weeks later, the introduction of Martha Stewart Signature Furniture was the most successful in the history of Brueners Home Furnishings. Sales exceeded even pre-scandal expectations.

Media Relations//Op-Ed Writing: Pinchak & Associates

Sat, 29 Mar 2008 11:10:31 -0500

In the fall of 2003, the true impact of the Patriot Act began reverberating through the economy of Houston. Although most applauded its strict new controls on immigration, few understood its potential negative repercussions. DPK Public Relations began examining opportunities to establish Pinchak & Associates – a practice concentrating on business immigration law – as an expert in navigating and avoiding the pitfalls of the law’s finer points.

Research indicated that no person or organization had stepped forward as a strong voice on behalf of immigrants or employers. Therefore, we established a “rapid response” approach to capitalize on news coverage regarding the Patriot Act.

When The Houston Chronicle featured the story of how the head of Houston’s two lung transplant programs had struggled to avoid deportation, we determined this was an opportunity for Pinchak. We quickly worked to develop and submit an op-ed. We then negotiated with the editorial page editor and secured publication in the Sunday edition.

The op-ed succeeded in securing positive media coverage in Houston that portrayed Ann Pinchak as a strong presence in the discussions surrounding immigration law. The circulation of the Sunday Houston Chronicle is 740,000 and did an effective job of reaching our core target of Houston business leaders. The op-ed was also honored with the 2004 PRSA Excalibur for Media Relations – Op-Ed / Byline Article.

Why Your Crisis Messaging Sounds Right but Feels Wrong

Fri, 16 Jan 2026 12:53:19 -0600

When employees receive company messages in the middle of a real crisis, something often feels off. They may not be able to explain why. They just know it didn’t land. That “off” feeling is where internal crisis communication breaks down. It’s because crisis messaging is often built to be correct, when what employees need most is credibility.

Strengthen Your Connections with Journalists

Wed, 25 Oct 2023 15:52:34 -0500

Traditional media coverage may be less important today than a decade ago, but it can still be an important part of an organization’s communications strategy. See what you can do to elevate the quality and tone of the coverage you attract.

Case Study: Addressing DE&I Concerns

Fri, 11 Mar 2022 13:31:59 -0600

When a high-profile company faced the possibility of an ugly lawsuit that threatened to drag its good name through the mud, they contacted DPK Public Relations. Here's what we did to keep a lid on the bubbling crisis and address the underlying issues that threatened long-term harm.

Are Problems Mounting?

Fri, 18 Mar 2011 10:56:37 -0500

Every day some organization faces unwanted scrutiny because somebody messed up. Is this you? Realizing you could benefit from the insight of a crisis PR expert is your first step toward putting the problems behind you. DPK Public Relations can quickly assess the situation, package and deliver your information so it has impact, and identify opportunities amongst the dark clouds.

The Media: Opportunity or Threat?

Fri, 18 Mar 2011 10:55:27 -0500

Every media interaction is an opportunity to advance your organization and the ideas that drive it. If your spokespersons are not trained to powerfully deliver your messages, you may be risking your most valuable asset: your reputation. DPK Public Relations’ Media Interview Skills Training gives participants the tools and techniques to keep their focus no matter how hot it gets.

Check One, Two...

Thu, 17 Mar 2011 17:24:56 -0500

What’s the difference between a great presenter and someone who barely gets off the stage before tomatoes start to fly? DPK Public Relations’ Presentation Skills Training helps you maximize the effectiveness of the work done in advance of the presentation to prepare properly, spend quality time practicing and knowing how to kick it up a notch for the performance.

Construction Company Name Withheld

Thu, 07 Jan 2016 17:53:48 -0600

After a general contractor suffered its second fatal accident at a single jobsite within a week, they were right to be concerned about the long-term ramifications on their reputation and the future of their business. They contacted DPK Public Relations to help protect their reputation and rebuild trust among their customers. Construction contracts totaling more than $1 billion were at risk.

Talk Show Host Name Withheld Upon Request

Thu, 29 Oct 2015 15:15:10 -0500

In 2001, a client with a PhD in Education had important contributions to make and her voice deserved to be heard on important issues, such as youth violence and parent/child relationships. Research indicated that this client had the ability to create a powerful niche and speak to women – an audience that surveys suggested was ready for a positive, family friendly and informative voice. This is the story of how an award-winning strategic communications program, relying exclusively on public relations for support, introduced the world to this client and successfully distinguished her from a crowded field of wannabes, establishing her as a multi-media force who hosts talk shows on television and radio, regular chats on the Internet and an advice column in newspapers.

Note: This work was conducted by DPK Public Relations staff prior to establishing DPK Public Relations

West Fertilizer Company

Fri, 20 Jun 2014 17:33:03 -0500

In April 2013, one of the largest industrial accidents in Texas history occurred, resulting in significant destruction and loss of life in the small town of West, Texas, situated north of Waco. West Fertilizer, which had been established more than 50 years beforehand, was destroyed by a fire and resulting explosion. Emergency services personnel who responded to the fire were tragically killed and approximately 150 buildings were damaged or destroyed. Governor Rick Perry declared McLennan County a disaster area, and President Obama issued an Emergency Declaration. DPK Public Relations was engaged to manage the crush of international media and protect the reputation of the company’s owner.

Client Remains Confidential

Tue, 11 Mar 2014 13:18:15 -0500

When the president of one of their companies was arrested for an alleged racially charged altercation during a cross country flight involving a small child, leaders of the parent company recognized they had to do something to protect the company’s reputation. They sought the help of DPK Public Relations just as the story was catching fire on social networking sites. The angry backlash from around the world was just beginning. DPK Public Relations worked quickly and within hours had developed and disseminated strongly worded communications that made the company’s position clear. Behind the scenes, public relations counselors helped the company’s leadership navigate a series of difficult decisions, leading to the separation of the executive involved in the incident. The company’s quick, decisive actions and words were applauded and the company’s reputation was protected.

Alert Logic

Fri, 21 Jun 2013 17:39:05 -0500

Alert Logic is the leading provider of Security-as-a-Service solutions for the cloud, providing advanced security tools with 24×7 Security Operations Center expertise for more than 2,100 enterprises. These services have become essential, helping customers to defend against security threats and to address compliance mandates. When DPK Public Relations began working with Alert Logic in early 2011, the communications team recognized the untapped potential of the company's data and observations. No other company has the insight into the security threats faced in hosted settings as well as enterprise settings. The idea was to create a periodic report that analyzed the threat landscape and compared security in the enterprise with security in the cloud. The Alert Logic State of Cloud Security Report was born.

SHAPE - Society for Heart Attack Prevention and Eradication

Thu, 05 May 2011 18:33:45 -0500

Frustrated by the slow rate of adoption of new techniques to identify those at risk of an imminent heart attack, SHAPE, the Society for Heart Attack Prevention and Eradication, engaged DPK Public Relations to plan and implement a PR program to increase awareness of the issue and speed the rate of change.

Mezeo Software Corp.

Thu, 05 May 2011 12:44:47 -0500

In 2008 “the cloud” was barely visible. Just two years later, it was the driving force in technology and a major buzzword in business circles. In between, Mezeo Software engaged DPK Public Relations as its public relations agency of record to assist in the company’s launch, position the company and its product, and build traction in the market.

Home Builders Association of Metropolitan Portland

Tue, 29 Mar 2011 14:50:03 -0500

In the late 1990s, the Portland, Oregon, metropolitan area experienced explosive growth. Its population was nearing 1.4 million and regional planners projected the population would expand by 650,000 in the 20 years to come. Confined by the region’s unique Urban Growth Boundary (UGB), housing prices spiraled, treasured open spaces within the UGB were targeted for development and traffic worsened.

Pinchak & Associates

Tue, 29 Mar 2011 14:42:49 -0500

Choice! Energy

Tue, 29 Mar 2011 14:31:45 -0500

Choice! Energy, a leading institutional broker of natural gas and electricity, had grown slowly and steadily by being opportunistic and emphasizing niche expertise. In 2002, Choice! engaged Dan Keeney’s services to implement public relations strategies to increase visibility and support its entrance into a new marketplace: providing its energy brokerage expertise to commercial and industrial end users in Texas’ deregulated market.

Your Place Your Money: OregonSaves Part 4

Tue, 06 Jun 2017 16:59:00 -0500

DPK Public Relations is proud to be helping with the launch of OregonSaves, a first of its kind initiative to offer easy retirement savings through payroll deductions to workers whose employers don't offer a retirement plan of their own. In part 4 of this 4-part series of videos introducing the program, Executive Director Lisa Massina describes what's in it for employers.

See other videos in this series:

Part 1: https://www.dpkpr.com/videos/oregonsaves-opens-retirement-savings-all-workers-part-1/

Part 2: https://www.dpkpr.com/videos/oregonsaves-your-place-your-money-part-2/

Part 3: https://www.dpkpr.com/videos/your-place-your-month-oregonsaves-part-3/

Your Place Your Money: OregonSaves Part 3

Tue, 06 Jun 2017 16:53:06 -0500

As a society, Americans are not saving enough for retirement and DPK Public Relations is helping change that. We are assisting in the launch of OregonSaves, the first state sponsored retirement program for workers who don't have a retirement plan through their jobs. Research shows we are 15 times more likely to save if we have a savings option through work, but about 1 million workers in Oregon don’t have that option. OregonSaves is a new, simple way for Oregonians to save part of their paycheck through payroll deductions into their own personal Roth IRAs that stay with them throughout their careers. Here is 1 of 4 short videos with OregonSaves Executive Director Lisa Massena.

See other videos in this series:

Part 1: https://www.dpkpr.com/videos/oregonsaves-opens-retirement-savings-all-workers-part-1/

Part 2: https://www.dpkpr.com/videos/oregonsaves-your-place-your-money-part-2/

Part 4: https://www.dpkpr.com/videos/your-place-your-month-oregonsaves-part-4/

OregonSaves on Your Place Your Money - Part 2

Tue, 06 Jun 2017 16:47:12 -0500

Part 2 of 4 -- DPK Public Relations is assisting in the launch of OregonSaves, a retirement savings program that is the first of its kind in the U.S. In this video, Executive Director Lisa Massina discusses how employees who don't have a retirement savings plan through their jobs will soon be able to contribute part of their paycheck into their own personal Roth IRAs that stay with them throughout their careers.

See other videos in this series:

Part 1: https://www.dpkpr.com/videos/oregonsaves-opens-retirement-savings-all-workers-part-1/

Part 3: https://www.dpkpr.com/videos/your-place-your-month-oregonsaves-part-3/

Part 4: https://www.dpkpr.com/videos/your-place-your-month-oregonsaves-part-4/

OregonSaves Opens Retirement Savings to All Workers - Part 1

Tue, 06 Jun 2017 16:40:41 -0500

DPK Public Relations is assisting in the launch of OregonSaves, a new, simple way for Oregonians to save for retirement at work. It is the first program of its kind in the U.S., enabling employees to contribute part of their paycheck into their own personal Roth IRAs that stay with them throughout their careers. In this video, executive director Lisa Massena discusses the basics of the program.

See other videos in this series:

Part 2: https://www.dpkpr.com/videos/oregonsaves-your-place-your-money-part-2/

Part 3: https://www.dpkpr.com/videos/your-place-your-month-oregonsaves-part-3/

Part 4: https://www.dpkpr.com/videos/your-place-your-month-oregonsaves-part-4/

Fox News Covers 2016 One Pot Showdown

Fri, 24 Jun 2016 19:23:53 -0500

The annual Saint Arnold One Pot Showdown gives amateur chefs and foodies to show off their creativity and culinary skills. All entries must be prepared onsite and all must include a Saint Arnold beer as an ingredient.

Saint Arnold Brewing Company: a promo

Fri, 24 Jun 2016 19:08:39 -0500

Saint Arnold Brewing Company: so much more than just Houston's oldest craft brewer of tasty, tasty beer. A promo for our favorite sponsor of Houston's art scene - featuring Tamarie Cooper, Troy Schulze, Ivy Castle, Jeff Miller, Walt Zipprian, Kyle Sturdivant, Noel Bowers, Karina Pal Montaño-Bowers, Joe Folladori, and Xzavien Hollins. Narration by Paul Locklear. Written by Patrick Reynolds.

Saint Arnold Brewery Billboard

Fri, 24 Jun 2016 18:59:44 -0500

Like a lot of graffiti artists growing up, Mario Enrique Figueroa, Jr., aka GONZO247, used to look for high traffic areas that would attract attention, show off his skills and get people talking. Being given a major billboard as a canvas for his work was unthinkable. Nearly 25 years later, he is realizing a dream – seeing a billboard he created from scratch for Saint Arnold Brewing Co., the oldest craft brewery in Texas, installed overlooking Interstate 10.

Saint Arnold Brewing Company

Fri, 24 Jun 2016 18:34:53 -0500

Feature on Saint Arnold Brewing Company, a longtime client of DPK Public Relations.

Saint Arnold Brewing Co. Releases Divine Reserve No. 14

Wed, 02 Jul 2014 17:09:53 -0500

When lines began forming for the release of the long-awaited Saint Arnold Divine Reserve No. 14 in April, Brewer Casey Motes was an interested observer. Like many craft beer enthusiasts, Motes used to head to the store early on the morning Saint Arnold Brewing Co., the oldest craft brewery in Texas, released its latest single-batch Divine Reserve offering. This time, he was able to sleep in because he developed the recipe.

Saint Arnold Brewing Company celebrates 20 years in business

Wed, 18 Jun 2014 17:03:41 -0500

CultureMap food editor Eric Sandler visits Saint Arnold Brewing Co. on the day they bottled Saint Arnold 20th Anniversary Ale. He visits the bottling line and talks with Founder/Brewer Brock Wagner.