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Warner-lambert creed

our mission is to achieve leadership in advancing the health and well-being of people throughout the world We believe this mission can best be accomplished by recognizing and meeting our fundamental responsibilities to our customers employees shareholders, suppliers and society.

To Our Customers WE ARE COMMITTED to providing high quality health care and consumer products of real value that meet customer needs We are committed to continued investment in the discovery of safe and effective products to enhance people' s lives.

To Our Employees WE ARE COMMITTED to attracting and retaining capable people, providing them with challenging work in an open and participatory environment marked by equal opportunity for personal growth Performance will be evaluated on the basis of fair and objective standards Creativity and innovation will be encouraged Employees will be treated with dignity and respect. They will be actively encouraged to make suggestions for improving the effectiveness of the enterprise and the quality of work life

To Our Shareholders WE ARE COMMITTED to providing a fair and attractive economic return to our shareholders and we are prepared to take prudent risks to achieve sustainable long term corporate growth

To Our Suppliers WE ARE COMMITTED to dealing with our suppliers and all our business partners in a fair and equitable manner recognizing our mutual interests

To Society WE ARE COMMITTED to being good corporate citizens actively initiating and supporting efforts concerned with the health of society particularly the vitality of the worldwide communities in which we operate.

above all, our dealings with these constituencies will be conducted with the utmost integrity, adhering to the highest standards of ethical and just conduct.

Reproduced courtesy of Warner-Lambert might call for "increasing knowledge about Huntington's disease among the people of California and raising funds for the state chapter of the Huntington's Disease Soci­ety to support research at state and national levels."

Out of the mission statement grows a list of goals—somewhat more specific than the mission statement, but still general in nature and unspecific as to time frame or numerical targets. Goals for the manufactur­ing company might be "to be a market leader in the small appliance field. For the nonprofit organization, a goal might be to "offer assistance to all families in the state that are affected by Huntington's disease."

Only when a mission statement and goals are in place can the man­agement of an organization move to the necessary task of setting objectives. What makes objectives different from mission and goals is their specificity. An objective should specify the desired effect as specifically as possible: "To increase the number of senators who understand the Leukemia Society of America's position on research funding from forty-five senators to seventy-five senators by November 1" (under­standing), or "To decrease the number of newspapers in the state that oppose rate reforms for the insurance industry from 60 percent to 40 percent by the first of the year" (agreement).

Well-articulated objectives specify a time frame and the number of people or projects affected. When objectives contain specific times and numbers, they are measurable. Management can determine regularly whether objectives are being met. If they are not, either more realistic objectives must be set or more effective events, campaigns, or programs should be developed.

Because planning is such an important part of public relations, it is useful to understand the different requirements of an event, a campaign, and a program.

An event is a one-shot occurrence. It happens in one time frame—an hour, a day, or perhaps as long as a week—and it serves one prime pur­pose with one or more selected publics. If an organization's leader retires and a banquet is held in conjunction with the retirement, that would be an event. A special tour set up to enable the trade press to visit a new facility is an event. If the President of the United States invites the leader of your organization to the White House, you will gain publicity from the event.

A campaign has at least one thing in common with an event: a specific beginning and ending point. But because those two points are separated by weeks or even months, and because several different events will be part of the process, we call it a campaign. Obviously, an election campaign is a good example. If the legislature is due to vote on a bill that affects your organization, the ways you target your publics with information add up to a campaign. Campaigns necessarily build to a decision point such as an election or a vote.

A program is like a campaign in that it consists of several events. But it differs from a campaign in that it has no pre-set end point A program is put in place because of an anticipated need for continued dissemination of information. The program is reviewed periodically to determine whether its objectives are being met. All or parts of it will be continued as long as there is a need for more communication with target publics.Drug education, driving safety, blood donation, adoption, nutrition— these are all social situations that call for continuing programs, because complete resolution of the problem is never achieved.

When public relations people and their counterparts in marketing and advertising sit down to define a situation and begin the planning process, temporary chaos can result if no one defines whether an event, a campaign, or a program is in order. The deciding factor may be the types of objectives desired by the client. We discussed five general objectives of communication: communication, accuracy, understanding, agreement, and complementary objectives. The following are some specific examples of those objectives.

Objectives for an event include:

Objectives for a campaign might be:

Objectives for a program could include:

Any organization can be involved in events, campaigns, and pro­grams simultaneously. An example would be a community blood bank:

• Getting the governor to donate a pint of blood at the beginning of the holiday season, when donations typically lag, would be an event that could attract press attention and inform people about the need to help.

• At the same time, the blood bank might kick off a campaign to enlist 1,000 people who would agree to schedule their dona­tions for the weeks before New Year's Day, Memorial Day, the Fourth of July and Labor Day—the times each year when the blood supply reaches a critical low.

• Meanwhile, the blood bank could launch a program to involve more companies and their employees in twice-a-year donations conducted in the workplace, with the companies rewarding each employee a day off with pay for every two donations.

Typically public relations people are working on many projects at one time. Understanding the difference between events, campaigns and programs is one way they can allocate their resources of time and money more effectively.

At the 1939 World's Fair in New York, E. I. du Pont de Nemours and Co. introduced nylon to the public by showing coal, air, and water go­ing into one end of a mythical machine and delicate nylon stockings coming out of the other.

Fifty years later, Du Pont saw the golden anniversary of its prod­uct as an opportunity not only to celebrate, but also to remind con­sumers that the company's global reputation is based on its leadership in product innovation.

In a wide-ranging program, the firm prepared video news re­leases that were pegged to the anniversary of nylon but focused also on current and planned research. The news media tended to use the historical footage in its reports, but Du Pont is satisfied that it will reap long-term benefits because it took the opportunity to remind ed­itors and program producers of its role in science and business.