BUSINESS AND

SOCIAL PROTOCOL
PART II

TEACHER: Luis Guillermo Rivero Menéndez de LLano

STUDENT: Xurxo Lorenzo Alonso

DEGREE: Protocol, organization of events and corporate communication

BRANCH OF KNOWLEDGE: Social Sciences and Law
CAMPUS: Madrid - Quintana
ACADEMIC YEAR: 2019/2020
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INDEX
TOPIC 1. MEDIA PROTOCOL AND ITS LINKS TO CORPORATE REPUTARION ..........................3

1. CORPORATE REPUTATION .............................................................................................3

1.1. MAIN COMPONENTS OF CORPORATE REPUTATION ........................................................... 3
1.2. REPUTATION MANAGEMENT .............................................................................................. 4
2. PUBLIC RELATIONS ........................................................................................................4
2.1. MEDIA RELATION ................................................................................................................. 5
2.2. SOCIAL MEDIA...................................................................................................................... 5
3. PR AND MEDIA..............................................................................................................5
3.1. TIPS FOR WRITING GREAT PRESS RELEASES......................................................................... 5
3.2. HOW TO SUBMIT A PRESS RELEASE TO A NEWSPAPER........................................................ 7

TOPIC 2. COMUNICATIONS, PHONE AND EMAIL ................................................................9

1. THE PHONE ...................................................................................................................9

1.1. PROTOCOL STEPS ................................................................................................................. 9
2. ELECTRONIC MAIL (EMAIL) .......................................................................................... 11

TOPIC 3. NEGOTIATIONS .................................................................................................13

1. NEGOTIATION PROCESS .............................................................................................. 14

1.1. ARRIVAL ............................................................................................................................. 14
1.2. SECOND DAY ...................................................................................................................... 15
1.3. THE KEY DAY ....................................................................................................................... 15
2. TABLES ....................................................................................................................... 15
2.1. SIMPLE RECTANGULAR ...................................................................................................... 15
2.2. HORSESHOE TABLE ............................................................................................................ 16
2.3. LARGE, RECTANGULAR OR OVAL CLOSED TABLE ............................................................... 16
2.4. CIRCULAR TABLE ................................................................................................................ 16
2.5. TABLE WHEN THE AGREEMENT IS REACHED ..................................................................... 17

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TOPIC 1. MEDIA PROTOCOL AND ITS LINKS TO

CORPORATE REPUTARION
1. CORPORATE REPUTATION
Reputation is the general, overall, and long-term impression of an organization.

Reputation is rooted in what people know or think they know about an organization
and what attitudes they hold based on that information.

Reputation is considered part of the social capital of an organization (Index, CSR)

(Inditex).

The two main sources of a corporate reputation are experience and information.

A favorable reputation requires more than just an effective communication effort; it

requires an admirable identity that can be molded through consistent performance,
usually over many years.

All the protocol you develop must consider the corporate reputation and the relations
with the media are one of the best tools.

One thing is certain, there is a high cost to pay for losing reputation, the good standing
among stakeholders.

Past experience has shown that a badly handled crisis can strip big chunks off a
company’s share price.

Corporate reputation also is important to the career of your CEO. As part of the process
of evaluating the performance of the chief executive, there has been a growing trend
for boards of directors to measure changes in the organization’s reputation.

1.1. MAIN COMPONENTS OF CORPORATE REPUTATION

a) Ethical: the organization behaves ethically, is admirable, is worthy of respect, is
trustworthy.
b) Employees/workplace: the organization has talented employees, treats its people
well, is an appealing workplace.
c) Financial performance: the organization is financially strong, has a record of
profitability, has growth prospects.
d) Leadership: the organization is a leader rather than a follower, is innovative.
e) Management: the organization is well managed, has high quality management, has
a clear vision for the future.
f) Social responsibility: the organization recognizes social responsibilities, supports
good causes.

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g) Customer focus: the organization cares about customers, is strongly committed to

customers.
h) Quality: the organization offers high quality products and services
i) Reliability: the organization stands being its products and services, provides
consistent service.
j) Emotional appeal: it is an organization I feel good about, is kind and fun.

1.2. REPUTATION MANAGEMENT

The continuing process of how an organization seeks to influence the way its public’s
view and understand the organization.

Reputation management begins with tracking and identifying what others say and feel
about an organization. It then focuses on both building and maintaining a desired
reputation with key publics.

2. PUBLIC RELATIONS
Public relation is a strategic communication process that builds mutually beneficial
relationships between the organization and their public.

Public relations can also be defined as the practice of managing communication

between an organization and its publics.

A basic definition of public relations is to shape and maintain the image of a company,
organization or individual in the eyes of the client’s various ‘’publics’’.

What is a ‘’public’’ exactly? A public, in PR terms, is anyone who aver has or ever will
form an opinion about the client.

Depending on the nature of the client’s work, these publics could include clients,
protentional clients, voters, members of the local community, members of the media,
students, parents of students, online fans groups, foreign citizens….

Public relation success requires a deep understanding of the interests and concerns of
each the business many publics. The public relations professional must know how to
effectively address those concerns.

In many cases, the chief duty of the public relations professionals is to draft press
releases, which are sent to targeted members of the media.

More than ever, he/she is the public face of the business. It’s the PR professional who
organizes community outreach and volunteer programs

It is the PR representative who cultivates relationships with potential sponsors,

investors

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And it’s the PR executive who goes on the TV news program to answer the tough
questions.

2.1. MEDIA RELATION

Handling media queries and building relationships with the right people within
traditional and non-traditional media is a task generally handled by the public relations
function.

Key task in this area include answering questions, disseminating press releases,
arranging interviews and placing the right news reports or the right publications at the
right time

2.2. SOCIAL MEDIA

With the meteoric rise of social media, this is an entire area to be managed by the public
relations teams.

Companies increasingly have a presence on Twitter, Facebook, Instagram…

A unified message needs to go out though all these channels and an eye needs to be
kept on comments from the public about the organization.

3. PR AND MEDIA
3.1. TIPS FOR WRITING GREAT PRESS RELEASES
Press releases are an essential element of any public relation strategy. These short,
compelling documents detail product releases, event announcements and other
newsworthy items a company produces.

Indeed, great press releases do more than keep the media and the industry-at-large
informed of your company’s recent developments. They are meant to pique the interest
of journalists, who may seek to cover the topic further.

Crafting a great press release is often the first step in securing a magazine feature or
television interview, and thus, more visibility and new customers.

Considering that journalists are flooded with protentional stories and pitches on a daily
basis, making your standout from the pack is crucial.

While the format for a press release is basic, the content of the release should be
anything but follow these eight tips:

a) Grab attention with a good headline.

a. The beginning of a press release (just as with a magazine article, book or
promotional pamphlet) is the most important.

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b. A strong headline (and, for that matter, email subject line when you send
out the pitch) will pull in journalists seeking good stories. Your headline
should be as engaging as it is accurate.
b) Get right to the point in the first paragraph.
a. Because reports are busy people you must assume, they will only read
the first sentence and then scan the rest, and even that’s a generous
assumption.
b. Get the message of your press release out quickly. Every important point
should be addressed in the first few sentences.
c. The subsequent paragraphs should be for supporting information.
c) Include hard numbers.
a. It’s easy to fill up a page with creative, colorful narrative. Leave the
artistry to the writers – pack your press release with hard numbers that
support the significance of your product or announcement. If you’re
claiming a trend, you need proof to back it up. Quantify your argument
and it will become much more compelling.
d) Make it grammatically flawless.
a. Proofread your press release – and let a few other people proofread it as
well – before sending it out.
b. Even a single mistake can dissuade a reporter from taking you seriously.
e) Include quotes whenever possible.
a. There is a source of natural color that cannot be replicated: quotes.
b. Including a good quote from someone in the company or close to the
product/event can give a human element to the press release, as well as
being a source of information in its own right.
f) Include your contact information.
a. A common oversight that can render a press release ineffectual is a lack
of contact information or reporters to follow up with.
b. Whether you or someone else at the company is the point of contact,
don’t forget to include an email address and phone number on the
release (preferably at the top of the page).
g) One page is best and two is the maximum.
a. As with most good writing, shorter is usually better. Limit yourself to one
page, thought two pages is acceptable.
b. This will also force you to condense your most salient information into a
more readable document – something journalists are always looking for.
(prepare the article with the same format)
h) Provide access to more information.
a. You must limit your press release to one page (or two, if you must), but
that doesn’t mean you can’t show people how to learn more.
b. Providing relevant links to your company’s website, where prospective
writers can learn more about your mission and what you’ve already
accomplished, is a crucial element to the release.
c. Don’t make writers search on their own for more information – guide
them as quickly as possible to your website, and keep their interest
piqued.

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3.2. HOW TO SUBMIT A PRESS RELEASE TO A NEWSPAPER

The best way to get attention is to establish a relationship with the reporter before you
need them.

Stand out as a knowledgeable source on your topic beforehand, offering news tips that
have to tagline benefit to you or in which you are disinterested party.

Then your will receive personal attention (phone calls) when you want to get your
company’s news in the newspaper.

Familiarize yourself with the publication, read the paper (articles) and become familiar
with its operations.

Large newspapers seldom if ever run press releases as stories. Rather, releases serve as
calendar material or as a news tips from which reporters will do their own work to
produce a story.

Small newspapers are more amenable to running releases intact, and you increase your
chances of publication by making the job easier from them. Target your release to the
publication.

Consider the readers:

a) Evaluate what you are offering. Newspapers are not in the business of doing you
a favor. Rather, they seek to publish content of interest to the readers.
b) Think carefully about how you can make your release of interest to a wide range
of people.
c) Identify what is unusual and valuable about your news or event.

Don’t wait too long:

a) Plan far enough ahead. If you want a reporter or photographer assigned to an

event, give the assignment editor enough time to schedule a staffer.
b) Last-minute assignments are reserved for news of vital interest to an entire
community. Give three- or four-weeks’ notice for basic events.

Be professional:

a) Type (do not write by hand) your release in a professional manner

a) Spell words correctly, keep the release to no more than 400 words, put the most
important information first and the least important information last, which
journalist call the inverted pyramid writing style.
b) Cover the basics of who, what, when, where and why
c) Double-check times, locations and phone numbers for accuracy
d) Do not make outrageous or unverifiable claims about your product or business
e) Type ‘’-30-’’ at the end of the article, which is newsroom lingo for ‘’the end’’

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Provide contact information:

a) Provide contact information so the newspaper can reach you any questions or
to arrange for coverage.
b) Include phone numbers and email addresses for you and anyone else authorized
to speak for your company about this issue.

Send it:

a) Choose a delivery method. Some newspapers have templates on their websites

specifically for submitting press releases. You can find these by using the
website’s search function for ‘’press release’’ or ‘’news release’’ or ‘’event
listings’’.
b) If you have established a relationship with the reporter, follow up with a phone
call!

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TOPIC 2. COMUNICATIONS, PHONE AND EMAIL

1. THE PHONE
Since about 70 percent of business is conducted over the telephone, good telephone
manners are important.

The telephone may be the only link between the company and the public.

1.1. PROTOCOL STEPS

1.1.1. TELEPHONE
Identifying yourself is the first step in making a favorable impression:

a) Giving your full name and corporate affiliation is recommended.

b) Callers who ask to talk with a specific person should speak clearly, distinctly and
slowly enough to be understood easily.
c) Starting the conversations usually begins with such peasantries as “Good
afternoon” to avoid giving the impression of being abrupt.

When asked to place a call for someone else, such as your supervisor, it is important to
realize that this is a potentially risky situation and should make certain that the persona
will be ready to talk as soon as the telephone is answered.

When it is necessary for one person to wait, proper etiquette dictates that a person
outside the organization who is of lower rank be put on the line first; however, when
placing a call to someone whose supervisor should be on the line before the other
person is called to the telephone.

Promptness in answering the telephone is just as important as identifying yourself.

Giving your first and las name, as well as your position title or department, is helpful.

When the person requested by the caller is unavailable, avoid saying, “I’m sorry, Mr.
Sorrels is not available”. Rather than apologizing, simply say, “Mr. Sorrells is out of the
office. How can I be of help?”

Additional guidelines for all user of business telephones:

a) Include speaking at a moderate rate,

b) Avoid slang or terms of affection,
c) Limit persona telephone calls during working hours,
d) And smiling before placing or receiving telephone calls. A smile can be heard; it
changes the voice tone and conveys friendliness.

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1.1.2. SPEAKERPHONES
a) Are very useful for bringing people together when it is not possible for them to
get together physically. Speakerphones are also a good choice when you wish to
bring other into the conversation.
b) However, many people do not like to engage in a conversation with someone
using a speakerphone. The nonverbal message is that the person using a speaker
phone is too busy to devote full time to talking on the phone and is doing
something else while talking (noise).
c) The first rule for using speakerphones is to ask permission before placing a
person on speakerphone.
d) The person who initiates the conference call on a speakerphone should
introduce other participants.
e) Participant should identify themselves each time they speak since recognizing
voices is difficult because of sound distortion that is characteristic of
speakerphones.
f) In addition, when someone has to leave the all for any reason, that person should
notify the others both when they leave and when they return.

1.1.3. CELLULAR PHONES

a) In one U.S. survey, 70% of those polled identified speaking loudly on a cell phone
in public as a major irritant.
b) Other rude behaviors identified were using cell phones in restaurants, meetings,
movies, concerts, museums, and places of worship.
c) Use a standard ring tone – quirky ring tones are annoying.
d) Do not take or make calls during funerals, sport events, job interviews, worship
services, classes, restaurants, courtrooms, and public events.
e) Avoid taking or making calls when in someone’s company.
f) Be courteous to people around you by refraining from discussing personal
matters when in earshot of others.
g) Keep your voice low.
h) Avoid making or taking calls while driving.
i) And avoid confronting rude cell phone users - when it is necessary, admonish
then diplomatically.

1.1.4. ANSWERING MACHINES AND VOICE MAIL

a) Positive or negative messages are conveyed by your use of answering machines
or voice mail.
b) To convey a positive impression when recording a greeting for your business
phone, keep it short; include your full name, the company name, and a request
that the caller leave his or her name, company affiliation, telephone number,
and a brief message.
c) Before leaving the office for a few days, such as when going on vacation or
making a business trip, it is advisable to change the recorded greeting to

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something like, “This is Jay Hutchings, July 19. Please call back then or call Rick
Cole at extension 2140 if you need to speak to someone before I return”

2. ELECTRONIC MAIL (EMAIL)

Electronic mail usage has increased to the point that it has almost replaced letters and
memorandums in many organizations.

This increased usage has raised new concerns related to proper usage of this popular
form of communication. When used correctly, e-mail increases productivity and
eliminates telephone tag.

E-mail users agree that this form of communication is fast and convenient and is an
effective means of giving updates on current activities and assignments to colleagues
and supervisors.

Excessive use and abuse of e-mail, however, has caused some companies to institute
new policies related to its usage. E-mail users should question how their personal
relationships have been affected by excessive use of e-mail. Personal contact is
imperative!

Another e-mail problem includes the writer’s inattention to such basic of writing as
spelling.

In addition to checking spelling, grammar and punctuation, the following additional

guidelines are recommended to convey a positive image when communicating via email:

a) Use a separate account for personal and business e-mails.

b) Do not chose an e-mail address that may be considered offensive or that may
reflect negatively on your professionalism.

Check e-mail messages at least once a day; checking in the morning and again in the
afternoon is recommended.

Reply to e-mail messages within 24 hours, which is the same guideline for replying to
telephone and other types of messages. When a request for information will require
some research reply to the e-mail and explain that you will send the information within
a certain period of time.

Include a subject line and make it as detailed and specific as possible; “Attached Agenda
for June 14 Sales Meeting”.

Avoid the use of emoticons and communicons (communication icons, such as BTW for
“by the way” and FYI meaning “for your interest”) in business communication. It is not
WhatsApp!

Keep messages short but do not be abrupt (think twice and read it before sending it).

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Limit the length to two screens maximum.

Use the “Reply All” function with discretion. Sometimes only one person requires a
response, not everyone on the distribution list.

Avoid including confidential information or anything embarrassing or rude in e-mail

messages, you never know where it can reach.

Use the “Out-of-Office” feature to notify others of a planned absence from the office.

Include your signature at the end of messages; limit the signature footer to four lines;
include:

a) Your name and title

b) Organization
c) Internet address – street address
d) Phone number may also be included.

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TOPIC 3. NEGOTIATIONS
Negotiation comes from negotium in Latin so there must be a benefit in the process.

At the same time another kay characteristic of a negotiation is a counterpart, and, in

some cases, it is a form by more than two parts.

The aim is the agreement which must give a better result to all the participant than the
one they have at the beginning of the process. This is called point of agreement.

To negotiate is the ability to influence or persuade an individual to move my way, by

showing a concern for his or her needs.

Often, recognizing and identifying the needs of the other side is a challenge, but that is
the fastest route to securing what we need for our side.

An exchange of personal facts or situations and an interest in the other’s business and
country could reveal safe areas of personal common ground. Later in the negotiation,
knowing these facts could relieve tension (should it arise) and progress the negotiation
more quickly toward problem-solving and way from individual “must haves”.

Speed is second in importance to money saved. It reflects short-term thinking and fails
to recognize the needs of others. The other side, however, might not trust the
straightforward approach and, consequently, not respond positively.

A negotiation is not company-to-company; it is person-to-person and is dependent on

the individuals in the actual negotiation. Their behaviors have a strong influence on
determining the outcome and the time involved. A simple posture such as beginning the
negotiations with “telling” versus “asking” or allowing the other to go first, could offend
and appear arrogant.

For some countries in South America and Asia, getting the agreement is the beginning
of negotiation. Often times in cross-cultural negotiations, cultural considerations are not
included in planning efforts.

It is as important to research the culture with which you will be negotiating, as it is to

have data to support your case.

Identifying and prioritizing the needs of other side often leads to the development of a
wide range of options and strategies for the negotiation. This is the first step to
influencing the other side to listen and collaborate. Showing a considerate concern for
their needs, when sincere, is the initial layer for building trust.

Preparation:

a) The first step is to set the objective. Delineate the outcomes you expect from the
negotiation.

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b) The second is to determine strengths (yours and theirs). This step in the process
is key to being perceived as confident. It also forces you to address their
strengths and consider ways to take advantage of or merge your strengths. In
order to effectively respond to the other party’s needs you have to know what
values you have to offer.
c) The third step is to identify any issues that should be considered. Once you have
brainstormed the issues, prioritize them according to “musts” and “wants”.
d) The fourth step is to establish your opening and your bottom line for each of
your primary issues. It is better to know how far you can move either way versus
engaging a fixed target without defining the outer limits.

Knowing your best-case and worst-case scenarios requires research and a bit of gut
feeling/intuition. It also requires high aspirations. You will never get more than you ask
for.

It is also important to consider in any negotiation the place. It is not the same to
celebrate the negotiation in “your” place or “abroad”. It is logical that in your place it is
much better because:

a) We control the organization.

b) We control the process.
c) We control the visit.

1. NEGOTIATION PROCESS
1.1. ARRIVAL
Starting with the arrival we must remember first impression and taking care of all
details:

a) The guest must be welcome by the boss of the host delegation and the most
important executive.
b) Someone specialized in our entity or company should worry about customs and
police procedures, and luggage.
a. Beware of luggage! Nothing is more irritating than the loss of a suitcase.
c) You have to put vehicles at your disposal, if they lack them. Beware of vehicles
too!
a. Remember that they are a status symbol. Consequently, the head of the
delegation and the members of the same who also have a high level in
the entity should be provided with and important vehicle, and the
remaining medium-sized vehicles, if possible, of prestigious brands.
d) We must also take care of the accommodation reservation, if the foreign
delegation has no one to do it.

Upon the arrival of the delegation, they must be left alone to rest and do their
“homework”

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1.2. SECOND DAY

On the second day (sometimes also on the third day), nothing about conversations; a
relaxed and interesting tourist program, cultural and gastronomic is indicated. It will
allow us to start with a cordial and friendly relationship so necessary.

Conversations have to be carefully scheduled in particular its timing.

Plan it in such a way that, the confrontation be late in the morning to be able to
postpone naturally, with the excuse of lunch.

There is nothing worse in conversations than a fight at ten in the morning because it
enables the easy exit of the controversy.

1.3. THE KEY DAY

On the key day, the ideal is to plan a break until the next day, in order to facilitate the
cooling of the emotional temperature, reflection and personal issues.

We must distribute the time well so as not to exhaust the people, remember that a tired
person is an irritated person.

Likewise, it is necessary to be caution in the limits of time, always leave the gate open
to lengthen conversations if the place of negotiation need it.

2. TABLES
Everything happens on a table so it’s very important to choose the right format.

There are different options:

a) Simple rectangular.
b) Horseshoe table.
c) Large, rectangular or oval closed table.
d) Circular table.

2.1. SIMPLE RECTANGULAR

When you have two teams the guest must be seated in front of the windows.

The reason, it is that in this way we are in shadow and our interlocutors to the light.
Thus, we perceive their reactions better than they ours.

Historians attribute this strategy to one of the brightest heads generated by Spain, Don
Fernando de Aragon, the Catholic King.

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2.2. HORSESHOE TABLE

Also called inverted “U” it is used when participants belong to three different
delegations.

In this case the host delegation, which is “at home” presides, is allocated in the outer
center of the horseshoe.

The other two delegations remain in the arms, to his right and left. Which one should
go on the right and which on the left, generally depends on a predetermined order, set
before the meeting.

SIMPLE RECTANGULAR TABLE HORSESHOE TABLE

2.3. LARGE, RECTANGULAR OR OVAL CLOSED TABLE

This is use for multiple delegations.

The hostess usually sits on one side

minors of the rectangle, depending on
the windows situation, they will be on
your back or on your left.

If the table is big, the presidency can

sit in the center of one of the major
sides, provided that at least they fit
one or two delegations to your right
and left.

The same happens with the oval table closed.

2.4. CIRCULAR TABLE

This is for multiple delegations.

The circular table has the advantages of its equality and cordiality.

It has the disadvantage of limitation of its diameter.

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2.5. TABLE WHEN THE AGREEMENT IS REACHED

Once the agreement is reached there must be a specific event for that.

There are two different options:

a) Tables where both parts are one in front of the other.

b) Tables were both parts are one next to the other.

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