Pigs are Worth It!Facing Fears Head On.Trust Me, I’m a Doctor.Tapping into the Feelgood Factor. A New Vision.The Art of Influence in Russia.

ISSUE TWO | SUMMER ‘09

Colin Byrne CEO, UK & Europe

I was in one of our ContinentalEuropean offices recently,updating staff on developmentsaround the region. At one pointI put up a picture of DavidCameron, the UK ConservativeParty leader, and told them thatin all probability he would beBritish Prime Minister by Junenext year. There was barely aripple of interest.

Then I told them David would be the firstPR professional to be a European PrimeMinister (though the guy running the UK asI write – my old boss Lord Mandelson theformer European Commissioner –once held a director of communicationsjob). The ears pricked up. We agreed itwas a sign of the continued growth of theinfluence of PR.

Welcome to the second edition of 33 & A Third RPM, our EMEA newsletterfocussing on insights and observationsfrom our leading PR executives around theworld. This issue takes in PR and businessdevelopments in Asia, Russia and in U.S.financial services, broadcast and insightsinto running campaigns that win majorawards and achieve really significant resultsfor clients.

I hope you find it of interest.

Then I told them Davidwould be the first PRprofessional to be aEuropean Prime Minister.

Tamora Langley Director, Public Affairs, London

So what’s changed? Perhaps never beforehave Members of Parliament been socollectively rocked by the power of themedia. The expenses scandal has seenMPs cowering before their localnewspapers. The Daily Telegraph’s never-ending catalogue of duck ponds, moatsand bath plugs has driven them likelemmings to the edge of, and in somecases over, the cliff of resignation. Thosewho stay will not forget the experience anytime soon. In the run-up to the GeneralElection (expected next spring) those MPsstill fighting recognise they need to appearmore humble and in-touch with ordinarypeople. This means being seen more inthe constituency rather than Westminster,and looking for media opportunities thatshow their human side. As London MayorBoris Johnson has proved in recentmonths, you can even get away with beinga rich old Etonian providing you can laughat yourself when you fall over in a pond infront of photographers.

This means PA consultants need tounderstand how to build mediaopportunities into our campaigns and howto work with the media to securesupportive and positive coverage.

An example in point is the ‘Pigs are worthit!’ initiative that over the last eight monthshas won four international awardsincluding a ‘Best PR-Led IntegratedCampaign’ PR Lion at the Cannes LionsInternational Advertising Festival and the‘Platinum SABRE for Best PR Programmeof the Year’ at the European SABREAwards.

The backdrop was a disastrous wheatharvest, which left British pig farmersfacing crippling feed prices thatthreatened to put them out of business.Pig farmers’ body BPEX asked us tobrainstorm a creative campaign, and thenwork with their roster of agencies to put itinto practice. Our idea – ‘Pigs are worth it!’– sought to draw attention to the fact thatBritish pig farmers work to the higheststandards of animal welfare. We wereappealing to consumers and retailers thatit was worth paying more for ‘happy pigs’and asking them to accept higher pricesfor British pork, bacon, ham and sausages,rather than looking to cheaper importsfrom pigs produced under inferior welfareconditions. With British consumers knownacross Europe for their tendency to beswayed by price above quality, the appealwas a tough one.

The objective we set was to raise the priceof pork from £1.06/KG to £1.40/KG toenable farmers to break even. Of coursethe principal organisations with the powerto ensure these increases were thesupermarkets. To apply pressure to them,the team needed to demonstrate supportfrom consumers, unity among producersand political pressure for fair pricing toreflect farmers’ costs. Consumer pollingestablished support for the farmers and awillingness to pay more. A ‘Global FeedCommodities Market’ report explained theexceptional economic circumstancesfarmers were experiencing. An advertisingcampaign ran in the nationals and on theLondon Underground.

We matched pig farmers with their localMPs, to ensure there was a link that wouldinterest MPs’ local and regional media. Ata rally opposite Downing Street an affablesow – ‘Winnie’ – spent the day in a luxurypen being met and greeted by MPs keento offer their support and be snappedalongside their constituent. Only one tooka tumble in the hay due to the pig turningaround rather too fast! Along with otherconsumer and trade PR tactics such as thecreation of a campaign anthem - ‘Stand byyour ham’ – ‘Pigs are worth it!’ reached aUK audience of 30 million through press,broadcast and online media coverage.

Within nine months the price ‘tippingpoint’ that enabled British pig farmers to break even was reached, and some were even turning a profit. We estimated a total increase for farmers of £5.1m perweek. Although the political activity thatresulted from the campaign is likely tocontinue into next year, it was theemotional appeal of the campaign thatbrought so many MPs onboard in the firstplace. And for that reason I make the casethat working with children and animals canbe a very good thing.

No I’m not talking about gettinga job as a children’s televisionpresenter, but about some ofthe recent work we’ve beendoing in Public Affairs. Andplease don’t switch off at themention of PA. Ours may, in thepast, have been a job centred onlong lunches with men in greysuits to speculate about who isthe Prime Minister’s flavour ofthe month and what changes theforthcoming regulations ofregulators might bring. Morerecently though, we’ve beenwiping the awards boards withcampaigns that have involvedcoaxing MPs into a pen with ahalf-ton pig called ‘Winnie’,discussing naked beekeepingwith the Women’s Institute andworking with Jamie Oliver’sproduction team.

Always Work with Children and Animals.

You can even get awaywith being a rich oldEtonian providing you canlaugh at yourself when youfall over in a pond in frontof photographers.

Paul Jensen General Manager, New York, and Executive Vice President

Then came the kicker: “And I’m just tiredof ruining people’s careers.” What do youmean? I pressed. “Well, you become closeto these people (in her case, thecommunications and business unit headsof many U.S. financial institutions). Youhear their stories of why they made this-or-that decision, and they seem reasonable.Then you go back to the office and youreditor says, “Now there must be anegative angle in there somewhere, andit’s your job to find it.”

The story is instructive. With advertisingdollars continuing to slide and breeding anever-shrinking news hole, manypublications have become more negativeand sensational than ever in their editorialtone in order to capture attention. Is it anywonder that so many financial institutionsare staying in the bunker with their heads“safely” below the line of fire?

The unfortunate reality is, financialinstitutions can’t afford to hide. The oldrules of communicating with stakeholdersstill apply: Customers want an honest andopen dialogue on issues of concern, WallStreet demands transparency in real time,and employees crave straight talk on whatit all means for them. And compoundingthe issue for TARP-recipient banks is thenew reality of government… i.e. taxpayers… as shareholder.

The expectation of transparency andengagement has never been greater.

So what to do? First, financial institutionsneed to ensure they are getting not onlygood counsel, but good information aswell. They need to know when to engage,and when perhaps it might not be worththe risk. A recent survey by KRC Research,for example, revealed that the majority ofAmericans paid little or no attention to theTreasury Department’s “stress tests” on thenation’s 19 largest banks, and the vastmajority said the results of these testswould not affect their views of their bank.Useful information in contemplatingproactive engagement on the issue.

Second, financial institutions shouldrecognise that where there is challenge,there is often opportunity. The negativemedia environment has led to an obviousleadership void, for example, providing arare opportunity for the CEO who is willingto step up and provide statesman-likeguidance on where the industry has been,where it is going, and what lessons can belearned.

Some financial institutions have gottensmart about this and begun to move fromdefence to offence. Heads turned in April,for example, when Lloyd Blankfein of

Goldman Sachs, addressing the Council ofInstitutional Investors in Washington, brokeaway from his CEO peers and openly andhonestly discussed his industry’s recentcollapse. Instead of avoiding engagementon sensitive issues such as shoddy riskmanagement and excessive executivecompensation, Blankfein acknowledgedthe industry’s past mistakes, took aposition on current debates such as mark-to-market accounting, and laid out areasonable vision for the future. In thewords of one pundit, Blankfein, along withJamie Dimon of JPMorgan Chase andJosef Ackermann of Deutsche Bank, havestepped up during this time and “becomeinfluential voices in shaping Wall Street’sfuture.”

Finally, and perhaps most obvious,financial institutions must not let fear andfrustration over the lack of fair-and-balanced coverage rule the day inevaluating how to communicate. The risksof engagement are usually more obviousand worrisome than the sometimeshidden, but potentially more dangerous,risks of not engaging at all.

Communications leaders should bemindful of this judgment bias and helptheir executive teams avoid the “bunkermentality” that can result from more fear-based decisionmaking.

I will close with another anecdote…a conversation I had in the summer of 2007with the head Wall Street reporter from atop-tier business publication in New York.He was lamenting the fact that he hadbeen unable to get calls returned from aparticular financial institution followingnews of significant losses in their hedgefund business. “They won’t talk to me…I don’t understand why they wouldn’t atleast want to give their side of the story,”he complained. “It’s clear to me that theymust have something to hide… I can’t waitto write a hard-hitting piece on them.”

That company’s name was Bear Stearns.

It was a sign of the times. A fewweeks ago a financial journalistcame into my office to interviewfor a job. After many yearswriting business stories, she had decided to “come over tothe dark side” and pursue acareer in public relations. Herreasons were sound andfamiliar… her financial tradepublication was losing moneyand continuing to lay offstaffers, her prospects formaking a decent living injournalism were getting everslimmer, and she even liked the idea of advising clients onhow to deal with journalists like herself.

Striving for Transparency is Riskier than Ever.

No wonder manyU.S. financialinstitutions areducking for cover.

Rachael Pay Managing Director, Healthcare Europe Lucie Harper Managing Director, Healthcare London

Figures show 59 per cent of adults turn tointernet-based resources versus 55 percent who go to their doctor and 29 percent who talk to relatives, friends or co-workers1. This makes for a host ofhealthcare communication challenges andopportunities as a shift of informationmoves from the family practitioner toportals, pods, patient blogs and wikis.

Who Do You trust – Man or Mouse? Despite the surge in online communicationand healthcare portals as a go-to forinformation, trust is the biggest dividebetween Dr. Digital and Dr. Person. At theheart of every healthcare campaign WeberShandwick proposes is a digital mediacomponent – we call this inline asregardless of medium, our message isconsistently the same. At no point is it asubstitute for seeing a medical doctor - we think of it as an adjunct that helps buildthe dialogue between patient and doctorthat ultimately improves outcomeswhether that’s faster diagnosis, improvedknowledge of treatment options or patientsupport.

Searching for AnswersThe most commonly searched health andwellness topics online are for symptomsand treatment options. From a healthcarecommunications perspective it’s importantto understand what language the potentialpatient is using to search for healthcareinformation and build that into the content- it may be that “acute diarrhoea” does notnaturally fall from the fingertips of thesuffering individual surfing the web but“upset stomach” does, or perhaps,“chronic migraine” is better described as“splitting headaches”. Weber Shandwick’shealthcare team works closely with ourdigital experts to ensure we maximiseevery opportunity and replicate thelanguage people are using to search forhealthcare information.

The Heart of Healthcare 2.0There was a time when people loggedonto a healthcare portal to read reams ofstatic information on a particular condition.That’s not the case now as at the core ofthe healthcare transformation are regularpeople or POLs “Patient OpinionLeaders”, the leaders of the pack who areconvening, empowering, engaging andeducating consumers and healthcareprofessionals.

From a medical research standpoint muchis being learnt from the healthcare socialmedia space – researchers are uniting withpatients to learn about side-effects in real-time, doctors are sharing challenging casesand solutions and people are turning to“patients like me” for knowledge-sharing,data-sharing and around-the-clockemotional support.

One of the most convincing healthbenefits of social networks wasdemonstrated even before the internetbecame widely available. In 1979 a large-scale study in California showed thatpeople with the lowest levels of socialcontact had mortality rates two to four-and-a-half times greater than those withstrong social networks. Since then moreresearch has shown that stable, supportivesocial networks improve health conditionsfor people experiencing a number ofconditions from heart disease to post-nataldepression2.

The Future of Healthcare and Social Media As we enter the next revolution inhealthcare what can we expect to see? InEurope specifically we could argue thereneeds to be greater recognition from thehealthcare professional audiences of thebenefit and value of social media forpatient populations – particularly thosewith chronic conditions such as diabetes,heart disease and cancer. Proactiverecommendations on where to go forsupport could form part of the consultationalong with training on how to use futuretools and modalities. We may also predictthe development of new programmesfocussing on personal health data andmore targeted social networking puttingpatients in contact with other patients of avery similar profile. The self-policing ofsites will continue with increased scrutinyand consolidation as people expectgreater transparency and openness andindustry will begin to engage moreactively, working within the regulations toensure they too are part of the discussion.

1. ICrossing: How America Searches Health &Wellness, January 2008

2. Beckman L.F. and Syme S.L. “Social Networks, HostResistance, and Mortality: A Nine-Year Follow-UpStudy of Alameda County Residents.” AmericanJournal of Epidemology. 109:186-204, 1979.

Ever reached for the phone tomake a doctor’s appointmentand stopped and reached for themouse instead? Research showsthat the internet (aka DoctorDigital) is now the go-toresource for health and wellnessrelated information over andabove the family doctor.

As we enter thenext revolution in healthcarewhat can weexpect to see?

Doctor Digital.Observations on recent trends in healthcare and social media.

Ian Rumsby Executive Vice President, Strategic and Business Development, Asia Pacific

Asia, however you look at it, is a rough andtumble of intrigue and optimism cast froma mould of deep-rooted values andcommercial prowess. Its systems andprotocols fly in the face of the overlysimplistic evangelists of globalisation; itsscale and diversity make it impossible toapply commercial blue-prints that havebeen successfully rolled out elsewhere; itscitizens are more upwardly mobile thananywhere else on the planet; and two of itsnations, combined, account for one thirdof the world’s population.

As a region of 30 countries or so, some nomore than island archipelagos, it is easy toover generalise. No one country is alikeand there’s enormous variation in the wayorganisations operate in each of them.More so in China and India where theirrespective size and diversity meanscompanies have to develop and executeon multiple strategies that address verydifferent stakeholder needs.

It is in these two countries where thecurrent commercial focus lies. Nearly ayear into the deepest post-war recessionseen, they remain the beacon of hope for along awaited recovery. The consensus ofWestern opinion is that the signs areincreasingly positive.

Whether that’s reality or blind optimism is,for the most part, dependent on yourmedia of choice and the day of the week.In fact part of the problem that companiesand corporations face right now is thatthere’s such a proliferation of data andopinion on the future of Asian countriesthat it’s difficult to get a handle on realmarket and media sentiment.

It was because of this that earlier this yearWeber Shandwick partnered with TheEconomist Conferences team as a primarysponsor of the Asia CEO Agendaconference in Singapore.

It was an important event at a critical time.Amid the gloom of failed businesses andcrushed economies, there was a sniff oflonger-term optimism in the air. No onewas quite sure what was going to happennext, which is why the opportunity tosound out the 100 or so CEOs inattendance was such a hot ticket.

There were a lot of insights and plenty ofnumbers to paw over. But when it camedown to it, the real message from thisevent was pleasingly simple andsurprisingly common: companies have twochoices – endless anguish or purposefulaction. The bulk of those business leadersin the room choose the latter every time.

By definition, the “anguish or action”position is polarising. A bit convenient,possibly, but it neatly captures the reality ofbroader business sentiment in Asia rightnow. For some, rising oil prices and a moveaway from the US dollar into commodity-linked currencies is a clear sign that theeconomic shoots of recovery are betterestablished across the region. For others,government stimulus packages have donelittle more than force-feed economies at atime when long-term nourishment isneeded to create sustained economicgrowth.

Of course, no one really knows. This is newterritory for everyone and, not surprisingly,no sooner has a point of view beenpublished, as is its logic thrown off courseby a sharper interpretation of availabledata. Recent OECD forecast adjustmentsthat put China’s GDP projections at +7.7%against the Eurozone’s -4.8% areencouraging. But right now, one man’scrystal ball is as good as the next.

Asians (if you can legitimately categorise2.5 billion people) tend to be a glass-half-full bunch and there’s very definitely asense of recession fatigue in the region. Itwas something that came through stronglyat the Economist Conference and itmatters enormously. In its most simpleterms it means that people move awayfrom the paralysis that comes from the fearof the unknown and, instead, they get backto stimulating demand withoutgovernment intervention.

It’s that disregard for long-term pessimismthat could well prove to be theunquantifiable reason for Asia’s economicrecovery. That and a new generation ofChinese and Indian business people whowill not allow their destinies to beundermined by the economic fragility ofother nations.

National pride, entrepreneurialism andinherent optimism may seem a ratherunsubstantive platform on which to buildan economic recovery. But that’s preciselywhat makes Asia such an intriguing andexciting place to be.

Much is made of Asia in western society. Part inspiredwonder, part interminablefrustration, it remains one ofthose niggling places that is as irresistibly alluring as it isprovocatively confronting.

Consumers love it for its rich history and spirituality.Businesses are blinded by itspromise of unparalleled growth. Some businesses get it. Others don’t. Most situncomfortably in the middle,thinking they get it whilst theiractions suggest that that’smisguided self-belief at best.

Could Asianoptimism be the best tonic for an economicrecovery?

Tapping into the Feelgood Factor.

Nick Rabin Head of Broadcast, UK

As traditional broadcast is currently goingthrough its most challenging period, withshrinking audiences, shrinking budgetsand more demanding customers, theinternet is now at the heart of a revolutionin the way we both watch and producevideo content. Success as an internetbroadcaster, however, is all aboutdelivering specific content to specificaudiences with specific interests – inessence it’s more narrowcasting thatbroadcasting.

The changing environment means that PRneeds to adapt the way it works if it’s tofully take advantage of the opportunitiesthat present themselves. The success ofsites like YouTube came about because thefounders realised that people’s relationshipwith video content had changed andcrucially that many of the barriers tobecoming a broadcaster, from costs totechnical challenges, had been lifted. Itsgrowth has been staggering. Every minute,of every hour, of every day there are 13hours of videos being uploaded toYouTube, and around the world people arewatching around 100 million videos everyday, and this is just the beginning. Lastyear one of YouTube’s founders, ChadHurley, wrote that “in ten years, we believethat online video broadcasting will be themost ubiquitous and accessible form ofcommunication”. Even taking into account

the obvious self-interest, it’s hard todisagree when the facts are so compelling. Broadcast PR in the digital age has to beabout more than simply media relations; itshould utilise all the available tools toengage with specific audiences. The realityis that traditional broadcast media filtersstories, and even elements of a story to fittheir own needs. That, of course, is nothingnew; it’s the way things have always beenand is driven by the fact that broadcastershave to meet the needs of a wide anddiverse audience. The opportunities madepossible by internet video, IPTV and videopodcasts mean that it’s now possible todeliver news directly to your audience in away that is relevant to them.

One look around the internet will tell youthat there is a myriad of differentcommunities, all with their own areas ofinterest and all with their own focus.Whether it’s people who own a specific caror have an interest in cooking or sailing or,in fact, almost anything you can think of,these communities all have one thing incommon; they share content.

Brands that are willing and able to deliverrelevant content can then become anactive and trusted member of a particularcommunity. They can foster or nurture acommunity and begin to create aconnection with its members that willultimately encourage people to becomeadvocates.

Weber Shandwick Vision is a new offeringthat is designed to maximise the reach andimpact of any video content that’sproduced. The key to success is inidentifying your audience and usinganalytical tools to help tailor both yourcontent and outreach programme. In shortit’s all about matching what you’re offeringto the type and style of content that’sbeing sought.

A recent study showed that television wasdown to 70% of video watching time from75% last year, while people watching videothrough their computers was up from 11%to 19%. It’s undoubtedly a shift inbehaviour, but while the platform may bechanging the desire for something that’sentertaining, informative or relevant is stillvery much to the fore. Apart from a fewnotable exceptions – Charlie bit my fingersprings to mind – successful video whetherit’s online or offline needs to be welltargeted if the people you want to reachare going to seek it out and share it.

So if the future of broadcasting is online,where does that leave traditionalbroadcast? True, it may be going through atough time and there’s little sign that it’sgoing to get any easier anytime soon, butlet’s not forget how important andinfluential traditional broadcast still is bothonline and offline. People have a uniquerelationship with television and radiojournalists that cannot and should not beignored. It’s a relationship borne out of thefact that every evening, news reporters andpresenters are invited into people’s homesto look them in the eye and deliver theirview of the world. Combining the mediumwe know and love with a medium we arequickly becoming infatuated with is anexciting prospect. Remember, one of theworld’s most viewed video clips online isSusan Boyle’s appearance on Britain’s GotTalent – an internet phenomenon bornfrom the most traditional of televisionformats.

When Bruce Springsteen sangabout 57 channels and nothingon, he clearly wasn’t lookingahead to a world where theinternet is delivering thousandsof channels to even the smallestniche audience. It’s unlikely toothat he was thinking about theopportunities that the internetbroadcast revolution can bringto carefully thought through PRcampaigns.

The Changing Face of Broadcast PR.

Nataliya Popovych President, PRP Group CIS, a Weber Shandwick affiliate company

While the President and Prime Ministerenjoy an amazing 60-70% approval rating,Russians have an inherent distrust of allother governmental structures. This isreinforced by high levels of corruption, aproblem frequently encountered byinternational companies entering themarket.

The government has sought to attractinternational investment, yet at the sametime it retains a significant influence onbusiness. Remarks from senior governmentfigures, whether explicit or vague, can havea damaging impact on businessreputation.

When Russian Prime Minister VladimirPutin publicly accused Russian mining andmetals giant Mechel of tax avoidance, thecompany’s stock plunged 30% in a singleday of trading in New York. Overall, thegovernment’s influence means companiesactive in the Russian market need aspecific focus on corporate messaging andexecutive visibility and must be extracautious and respectful of governmentstakeholders.

The Russian government’s influence isapparent even in those areas that in theeconomically developed societies of theWest are traditionally driven by consumers.Corporate social responsibility in Russiaoften occurs due to the government’surging or instruction for business to investin its communities, rather than throughcommunities demanding that companiesgive back.

Not only does the political environment ofRussia heavily influence companiesworking in the region, but the uniqueconsumer picture also requires specialattention. Companies entering the marketfind they are dealing with consumers with ahigher-than-average cultural education.From a country that gave the worldPushkin, Tolstoy, Dostoevsky and Chekhovcame also some of the world’s leadinginnovations in chemistry, nuclear physicsand aviation.

Today, Russia is striving to become aglobal leader in innovation. Governmentorganisation Rusnano was founded toinvest over $5 billion in developingnanotechnology. International leaders arestarting to see Russia as a venue for hi-techinvestment: HP has one of its three globallaboratories in St. Petersburg,pharmaceutical companies are committingresources to R&D in the region and thereare even long-term government plans todevelop a Silicon Valley in Russia.

Undoubtedly the Russian people haveendured a turbulent transition since the fallof communism, marked with financialcrises and major investment scams. Thishas led to very peculiar financial habits:after repeated bank defaults, manyRussians stopped trusting the system,choosing mattresses over bank accounts.Now, coming out of recession it will be achallenge for financial services companieseither already in the market or entering viaM&A to establish credibility with theRussian population.

Time and time again, companies havefound that they must focus on consumereducation. Sometimes this means startingfrom scratch: when ING Life launched inRussia, it had to explain the basic ideabehind life insurance before it could evenbegin to start communicating its

competitive advantages. The fact that inRussian the term insurance is“strakhovaniye”, based on the root of theword “strakh” or fear in English, does nothelp either.

There are many potential opportunities forinternational businesses in Russia if theyunderstand the average consumer. Incertain segments, Russian consumers areboth patriotic and proud of their heritageand will often rebel against globalconglomerates in favour of Russian brands,which are perceived to be more natural.Consumer brands find they need to beconscious of this and adapt theirpositioning in order to avoid majormishaps.

A successful example is Campbell’s SoupCompany. Before the company enteredthe Russian market it invested in significantconsumer research. The approach paid off:Russians are soup experts and positioningCampbell’s as the world’s soup expertwould have been immediately rejected. SoCampbell’s developed a special Russianproduct: boullion bases that helpedRussian consumers make their own soupsaccording to their own recipes. Campbell’shas seen the successful results in the formof consumer advocates, and ever-increasing sales.

This Russian pride stretches into theglobal arena. It is no coincidence that thelocal slogan of the Sochi 2014 games forRussia was not Gateway to the Future, butThe Games we DESERVED. There is pridetoo in growing prosperity, with the luxuryconsumer goods market holding up welldespite difficult global circumstances.

As Russia becomes home to an increasingnumber of international brands andcompanies, there is the widespreadrealisation that a company can grow fastand rich here if it understands the rulesand complies with the environment.Communication and market insight arekey to achieving this success.

With a population of 143 millionspread across 11 time zones,Russia is one of the world’slargest, most rapidly developingand complex markets. Achievingcommercial success hererequires a customised approach.For although Russia has changedenormously over the last 15years, from an internationalbusiness standpoint it remains aWild West of sorts, a challengingTerra Incognita.

Today, Russia isstriving to become a global leader ininnovation.

Customisation and Consumer Education Hold the Key to Success in Russia.

HTML. Spanish. Twitter.Mandarin. Newspeak.

JavaScript. Slang. Layman’s terms.

Plain English. Jargon. Word-of-mouth. Arabic.

We speak your language.

Weber Shandwick is a leading global public relationsagency with offices in over 77 markets around the world.With a deep commitment to client service, creativity and collaboration, we harness the power of Advocates –engaging stakeholders in new and creative ways to buildbrands and reputation.

www.webershandwick.com