Jordan  Redshaw,  David  Svaluto,  Carlene  Van  Alphen,    

and  Cat  Veitch  

CCM  709  

Due:  Wednesday,  November  30,  2011  

Submitted:  Wednesday,  November  30,  2011  

CCM  709  External  Communications  

Communications  Plan  

Reputation  Management  at  Mattel,  Inc.  

Mattel  2  

   

Table  of  Contents    

Executive  Summary  ...........................................................................................................  3  

Situation  Analysis  ...............................................................................................................  6  

PEST  and  SWOT  Analysis  ………………………………………………………………………………………………  9  

Goals  and  Objectives  .......................................................................................................  10  

Key  Message  ....................................................................................................................  18  

Target  Audiences  ……………………………………………………………………………………………….........    19  

Implementation  ...............................................................................................................  21  

Budget  ..............................................................................................................................  22  

Evaluation  ........................................................................................................................  25  

 

 

 

 

   

 

 

 

 

 

 

 

 

 

 

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Executive  Summary    

  Mattel,  Inc.  has  worked  for  years  to  develop  the  reputation  we’re  known  for  

today.  By  ensuring  that  our  company  is  based  on  ethical  values  and  product  safety,  we  

have  built  a  supportive  customer  base  that  spans  many  generations.  With  our  recent  

breech  in  product  safety,  Mattel,  Inc.  is  focused  on  rebuilding  the  reputation  and  trust  

that  we  pride  ourselves  on.  Our  employees  are  an  integral  part  of  this  process,  as  are  

our  customers,  investors  and  all  of  those  that  constitute  the  communities  of  which  we  

are  a  part.    

  Our  overall  goal  for  the  next  year  is  to  restore  consumer  trust  in  Mattel,  Inc.  as  

an  ethical  organization,  committed  to  meeting  and  exceeding  industry  safety  standards.  

As  a  result,  our  Communications  team  has  devised  a  series  of  objectives  in  order  to  

achieve  this  goal:    

 

• Increase  positive  attitudes  among  customers  towards  Mattel,  Inc.’s  commitment  

to  safety  (65%  by  November  2012).  

• Decrease  negative  attitudes  among  customers  towards  toys  manufactured  in  

China.  Decrease  the  number  of  customers  reporting  they  would  not  purchase  

toys  made  in  China  from  45%  to  10%  by  November  2012.  

• Increase  positive  attitudes  among  employees  in  China  towards  Mattel,  Inc.’s  

treatment  of  its  employees  in  China.  Employees  surveyed  in  China  feel  a  20%  

increase  in  positive  feelings  towards  Mattel,  Inc.’s  investment  in  them  by  

November  2012.  

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Through  a  situational  analysis,  our  team  was  able  to  outline  the  strengths  and  

weaknesses  of  Mattel,  Inc.  in  its  current  state.  In  the  past  we  have  been  known  for  our  

transparent  communication  (we  are  one  of  only  two  toy  companies  to  allow  the  New  

York  Times  to  visit  its  China  plants),  and  our  value  placed  on  philanthropy  and  ethics  (we  

were  previously  on  the  top  100  list  of  Best  Corporate  Citizens  for  “Business  Ethics”  

magazine).  While  some  of  these  values  have  been  clouded  by  recent  events,  Mattel,  Inc.  

sees  this  as  an  opportunity  to  renew  them  and  create  new  guidelines  for  the  way  we  run  

our  company.    

  In  forming  our  communications  plan,  we  also  identified  our  target  audiences,  

such  as  our  employees  (both  American  and  Chinese),  customers,  retailers,  investors,  the  

media  and  the  government.  Each  audience  plays  a  part  in  the  implementation  of  our  

objectives  and  the  various  tactics  chosen  to  support  them.  We  have  outlined  the  key  

messages  that  are  necessary  to  communicate  to  each  audience,  particularly  with  

regards  to  restoring  trust.  Subsequently,  our  team  looked  at  the  measurement  tools  

required  along  with  our  implementation  timeline  and  the  corresponding  budget  for  the  

year.    

  At  Mattel,  Inc.,  “playing  fair”  is  one  of  our  core  values,  and  one  that  acts  as  the  

basis  for  our  ethical  compliance  program.  The  way  that  we  achieve  our  success  is  just  as  

(if  not  more)  important  as  the  success  itself.  By  listening  to  the  concerns  and  needs  of  

our  target  audiences,  we  hope  to  successfully  rebuild  our  company’s  reputation.  Re-­‐

evaluating  our  relationship  with  American  stakeholders  and  our  Chinese  counterparts  

Mattel  5  

will  lead  to  a  stronger  two-­‐way  dialogue,  thus  leading  Mattel,  Inc.  to  many  more  

decades  of  success.  Mattel,  Inc.  operates  on  the  mission  of  “Play  to  grow,  play  together,  

play  with  passion,  play  fair”,  and  our  future  endeavours  will  work  to  stay  true  to  these  

goals.    

   

Mattel  6  

Situation  Analysis  

 

Mattel,  Inc.’s  massive  product  recall  has  created  a  multi-­‐facetted  scenario  that  is  

influenced  by  a  significant  number  of  modifying  factors.  By  conducting  PEST  and  SWOT  

analyses,  the  influencing  factors  can  be  defined,  understood,  and  accounted  for  in  order  

to   construct   an   effective   relationship   management   strategy   regarding   Mattel,   Inc.’s  

various  publics.  

The  issue  presented  itself  when  the  Mattel,  Inc.  violated  the  Consumer  Product  

Safety   Commission’s   (CPSC)   guidelines   by   failing   to   notify   the   public  with   24   hours   of  

being   alerted   to   a   safety   concern   regarding   possible   lead   contamination   on   June   8,  

2011.  Mattel,  Inc.  failed  to  notify  the  CPSC  until  nearly  two  months  later,  on  July  26  and  

the  first  of  four  product  recalls  was  issued  on  August  2,  2011.  As  a  result,  various  publics  

have  begun  questioning  Mattel,  Inc.’s  priorities  and  its  credibility  and  brand  equity  have  

waned.  

Mattel,  Inc.  needs  to  ensure  that  it  utilizes  the  current  advantages  that  it  has  to  

their  maximum  potential  in  order  to  effectively  manage  the  issue.  The  relationships  that  

it  has  developed  with  Chinese  manufacturers  need  to  be  used  constructively  in  order  to  

prevent   future   recalls   and   to   continue   building   upon   the   longstanding   investment   in  

infrastructure  and  relationships.  Mattel,  Inc.’s  ties  with  Chinese  manufacturers  are  well  

regarded   due   to   its   adherence   to   the   Global  Manufacturing   Principles   (GMP)   and   its  

history  of  responsible  practices.  In  addition  to  its  responsible  business  practices,  Mattel,  

Inc.   has   also   been   credited  with   excellent   standards   of   corporate   social   responsibility  

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(CSR).   Through   successful   growth   and   responsible   business   practice,   Mattel,   Inc.   has  

accrued  a  substantial  amount  of  brand  equity.  As  a  result  of  mishandling  the  recall  issue,  

Mattel,   Inc.   has   suffered   a   loss   in   its   brand   equity,   however   the   future   use   of   best  

practice  should  allow  for  a  complete  recovery  and  continued  growth.  

A  prompt  response  to  the  current  situation  is  essential  to  ensuring  that  Mattel,  

Inc.’s  vulnerabilities  are  not  able  to  undermine  the  goal  of  restoring  its  reputation  as  an  

ethical  organization  that  is  committed  to  meeting  and  exceeding  industry  safety  

standards.  The  backlash  from  stresses  on  American-­‐Chinese  trade  could  have  

widespread  and  long  lasting  ramifications  both  politically  and  economically.  The  

company  itself  has  suffered  a  tremendous  loss  in  value  while  being  obligated  to  further  

invest  in  quality  control  (QC)  processes.  Its  declining  credibility  must  be  addressed  

immediately  in  order  to  restore  both  stakeholder  and  consumer  trust.  Additionally,  

Mattel,  Inc.  must  address  the  insufficient  level  of  employee  engagement  of  the  Chinese  

employees  in  order  to  rectify  current  and  prevent  future  QC  issues.    

There  are  extensive  rewards  in  the  event  of  the  successful  implementation  of  the  

strategic   plan.  Mattel,   Inc.   stands   to   regain   lost   brand   equity   though   increased   sales,  

credibility,   and   transparency.   With   increased   employee   engagement,   costs   may   be  

lowered  while  quality   and  productivity  may  be   increased.   Further   effects  may   include  

improving  the  socio-­‐economic  status  of  its  Chinese  employees,  which  can  reflect  on  the  

company’s  reputation.  The  potential  opportunities  that  may  arise  as  a  result  of  strategic  

relationship  management  throughout  the  current  situation  are  numerous  and  should  be  

continually  reassessed  throughout  the  implementation  of  the  communications  plan.    

Mattel  8  

Despite  the  positive  potential  of  the  situation,  failing  to  acknowledge  threats  to  

the  success  of  the  company  will  almost  certainly  result  in  its  weaknesses  being  exposed.  

Mattel,   Inc.   needs   to   continuously   attempt   to   engage   its   employees   (both   direct   and  

indirect)  to  prevent  corruption  and  promote  various  efficiencies.  A  dynamic  approach  to  

the   development   of   new   materials   and   processes   will   continuously   better   the   final  

product   by   increasing   the   quality   and   reducing   costs  while   simultaneously   raising   the  

level   of   sustainability.   Mattel,   Inc.   needs   to   engage   in   constant   dialogue   with   its  

stakeholders  to  prevent  a  substantial   loss  of   its  market  share.  Mattel,   Inc.’s  reputation  

amongst   its   stakeholders   and   consumers  must  be   carefully  monitored   throughout   the  

implementation  of  the  communication  plan.  

 

 

 

 

 

 

 

 

 

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PEST  and  SWOT    

To   summarize,   the   PEST   and   SWOT   analyses   have   identified   numerous   factors  

that  have  the  power  to  influence  Mattel,  Inc.’s  future.  By  acknowledging  and  addressing  

these  factors,  Mattel,   Inc.  stands  to  recover  from  its  current  status  and  achieve  future  

growth  and  success.    

POLITICAL  S:  Close  ties  with  Chinese  manufacturing  sector  and  signi<icant  international  trade.  W:  Manufacturing  sector  issues  could  affect  other  sectors.  O:  Successful  relationship  management  could  increase  levels  of  trade.  T:  Failure  to  manage  relationships  could  create  political  hostility  and  decrease  net  treade  levels.  

ECONOMIC  S:  Substantial  brand  equity,  recall/total  products  sold  ration  is  signi<icant  but  not  crippling,  history  of  sustained  growth  and  success.  W:  Decrease  in  value,  increase  costs  of  QC  and  manufacuring,  potential  consumer  retaliation  and  dimishied  sales.  O:  Regain  lost  brand  equity,  increase  sales.  T:  Loss  of  market  share,  decrease  in  sales.  

SOCIAL  S:  Respected  corporate  citizen,  effective  message  distribution.  W:  Lack  of  credibity  due  to  inaction,  lack  of  employee  engagement  in  China.  O:    Increase  credibility,  tranparency,  employee  engagement  and  improve  socio-­‐economic  standing  of  Chinese  employees.  T:  Corrumption  in  manufacturing  process,  lack  of  employee  engagement.  

TECHNOLOGICAL  S:  Continuous  improvement  of  technology  W:  Communication  between  Manufacturing  and  QC  O:  Improve  manufacturing  process  and  QC  T:  Nondynamic  approach  to  the  manufacturing  process  will  stagnant  development  of  materials  and  processes    

Situation  Analysis  

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Goal:    Restore  Mattel,  Inc.’s  reputation  as  an  ethical  organization,  committed  to  meeting  and  

exceeding  industry  safety  standards.  

 

Communications  Objectives  Summarized:  

 

1. Increase  positive  attitudes  among  customers  towards  Mattel,  Inc.’s  commitment  

to  safety  (65%  by  November  2012).  

2. Decrease  negative  attitudes  among  customers  towards  toys  manufactured  in  

China.  Decrease  the  number  of  customers  reporting  they  would  not  purchase  

toys  made  in  China  from  45%  to  10%  by  November  2012.  

3. Increase  positive  attitudes  among  employees  in  China  towards  Mattel,  Inc.’s  

treatment  of  its  employees  in  China.  Employees  surveyed  in  China  feel  a  20%  

increase  in  positive  feelings  towards  Mattel,  Inc.’s  investment  in  them  by  

November  2012.  

   

Mattel  11  

Objective  1:  

 

Increase  positive  attitudes  among  customers  towards  Mattel,  Inc.’s  commitment  to  

safety  (65%  by  November  2012).  

 

Strategy  1a:  

 

Assert  commitment  to  safety  by  going  above  and  beyond  the  current  standards  

and  actively  petitioning  for  a  higher  calibre  of  safety  standards.  Going  above  and  beyond  

will  demonstrate  to  consumers  a  genuine  concern  for  safety.  This  strategy  will  also  

strengthen  Mattel,  Inc.’s  position  in  the  industry  at  large.  Mattel,  Inc.  can  demonstrate  

their  leadership  in  product  safety  by  encouraging  other  toy  manufacturers  to  get  on  

board  with  an  external  evaluation  process  and  elevated  import  standards.  The  actions  

below  will  serve  to  develop  stronger  infrastructure  to  prevent  future  recalls.  These  

actions  will  reposition  Mattel,  Inc.  as  proactive  and  forward  thinking,  as  opposed  to  

reactive.  These  actions  encourage  a  multi-­‐stakeholder  approach  to  safety.    

 

Tactics  1a:  

² Begin  a  petition  for  customers  and  toymakers  to  support  TIA  management  of  

import  standards  for  toys  entering  the  USA.  

² Post  the  petition  on  company  website.  

² Include  petition  information  on  product  packaging.  

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² Include  “sign  our  petition”  as  an  action  item  in  the  existing  list  of  what  parents  

can  do  to  ensure  safe  play  once  the  product  is  in  their  homes.  

² Promote  the  petition  at  the  retail  level.  Install  computers  near  Mattel,  Inc.  

products  in  major  retailers  for  instant  sign  up.  The  computer  can  also  have  a  live  

feed  of  the  number  of  signatures.  

² Promote  the  petition  in  advertisements.  

² Provide  updates  on  the  number  of  signatures  via  social  media.  

 

Strategy  1b:  

Inquire  into  the  best  practices  of  others  in  the  industry  with  regards  to  foreign  

operations  and  outsourcing.  It  is  important  for  Mattel,  Inc.  in  rebuilding  reputation  to  

act  with  humility  and  willingness  to  learn  from  its  peers.  It  is  beneficial  for  toy  makers  to  

take  a  collaborative  approach  to  safety  when  they  are  inextricably  tied  to  one  another,  

as  demonstrated  by  drops  in  stock  and  sales  across  the  industry  following  a  recall.  In  

addition,  this  is  an  opportunity  to  demonstrate  leadership  in  the  industry  through  an  

information-­‐sharing  proposal.  Open  communication  and  information  sharing  among  toy  

manufacturers  supports  our  objective  surrounding  genuine  commitment  to  safety  and  

putting  customers  first  to  restore  industry  reputation.  

 

Tactics  1b:  

² Research  HASBRO  and  JAKKS  to  learn  more  about  their  best  practices  for  quality  

control.  

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² Formalize  information  sharing  avenues  within  the  industry  to  assure  the  highest  

level  of  safety  across  the  board,  and  to  place  customer  safety  above  industry  

competition.  

 

Strategy  1c:  

 

Demonstrate  real  change  to  our  consumers  through  an  increase  in  North  

American  presence  in  outsourced  manufacturing  plants.  Industry  research  supports  the  

positive  correlation  between  presence  in  overseas  operation  and  quality  control.  

Competitors  like  JAKKS  and  Hasbro,  with  greater  involvement  in  international  

operations,  had  no  manufacturing  related  recalls  this  past  year.  Manufacturing  was  a  

source  of  Mattel,  Inc.’s  last  major  recall  and  an  area  of  opportunity.  We  seek  to  create  

regional  liaison  positions  for  increased  presence.  We  seek  to  foster  a  reporting  process,  

which  encourages  foreign  managers  and  line  employees  to  speak  out  and  stop  

production  if  they  have  any  concerns  about  product  quality  or  safety.  Through  an  

increased  presence  and  open  communications  we  hope  to  better  manage  quality  

control.    

 

Tactics  1c:  

² Create  positions  for  factory  liaisons  for  Chinese  manufacturing  plants  who  

communicate  with  the  home  office  in  the  United  States.    

² These  positions  will  be  representative  of  both  cultures.  

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² Create  an  anonymous  employee  feedback  box.  

² Reclaim  batch  testing  as  opposed  to  outsourcing.  

² Put  a  face  to  the  team  of  quality  controllers  through  video  interview  on  our  

website.  

 

Objective  2:  

 

Decrease  negative  attitudes  among  customers  towards  toys  manufactured  in  China.  

Decrease  the  number  of  customers  reporting  they  would  not  purchase  toys  made  in  

China  from  45%  to  10%  by  November  2012.  

 

Strategy:  

 

We  hope  to  change  attitudes  by  informing  and  educating  consumers  on  operations  in  

China.  Our  action  is  to  communicate  the  success  of  the  New  York  Times  investigation  

into  our  operations  in  China  in  a  way  that  is  powerful  and  reaches  our  consumers.  

Through  increased  transparency  we  hope  to  build  trust  and  open  the  lines  of  

communication.  We  want  to  provide  customers  with  information  so  customers  start  to  

come  to  Mattel,  Inc.  as  a  reliable  source  of  information  on  operations  in  China  as  

opposed  to  drawing  their  own  conclusions  and  perpetuating  misconceptions.    

 

   

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Tactics:  

² Publicize  the  testing  process.  

² Film  a  video  tour  of  factory  operations  in  China  and  post  this  on  the  company  

website.  

² Organize  television  interview  on  manufacturing  in  China.  

 

Objective  3:  

 

Increase  positive  attitudes  among  employees  in  China  towards  Mattel,  Inc.’s  

treatment  of  its  employees  in  China.  Employees  surveyed  in  China  feel  a  20%  increase  in  

positive  feelings  towards  Mattel,  Inc.’s  investment  in  them  by  November  2012.  

 

Strategy  3a:  

 

Improve  our  relationship  with  employees  in  China  by  investing  in  employee  

development  and  the  development  of  the  communities  in  which  they  live  and  work.  As  

part  of  its  Corporate  Social  Responsibility,  Mattel,  Inc.  funds  the  Mattel  Children’s  

Foundation  and  many  programs  internationally.  It  would  be  most  strategic  to  direct  

programming  to  the  countries  Mattel,  Inc.  operates  in.  Furthermore  Mattel,  Inc.  has  

goals  to  expand  the  consumer  market  in  China,  so  China  is  a  logical  choice  for  investing  

a  portion  of  its  CSR.  It’s  important  for  international  manufacturing  employees  to  feel  

connected  to  the  company  they  work  for.  With  an  expectation  of  employees  to  invest  

Mattel  16  

their  discretionary  effort,  we  would  like  to  reciprocate  this  sentiment  by  investing  in  

them.    We  feel  that  implementing  programs  for  professional  development  will  increase  

positive  attitudes  among  employees  and  ultimately  benefit  Mattel,  Inc.  in  terms  of  

employee  engagement,  retention  and  product  quality.  

 

Tactics  3a:  

² Literacy  program  to  support  children  in  China.  

² Monitor  vendors  to  ensure  factories  comply  with  international  workplace  

fairness  and  safety  regulations.  

² Career  orientation  meeting  every  six  months  selecting  programs  to  gain  

skills  for  professional  development.  

 

Strategy  3b:  

 

Demonstrate  integrity  and  take  responsibility  for  the  role  that  North  American  

departments  played  in  the  last  recall.  In  the  past  Mattel,  Inc.  has  falsely  reported  that  

recalls  of  toys  with  faulty  magnets  were  due  to  a  manufacturing  issue  in  China,  when  in  

fact  this  was  a  North  American  design  flaw.  An  apology  is  a  stepping-­‐stone  in  rebuilding  

Mattel,  Inc.’s  relationship  with  China.  An  apology  will  also  serve  to  rebuild  Mattel,  Inc.’s  

reputation  as  an  organization  with  integrity.  Offering  a  public  apology  will  support  

Mattel,  Inc.`s  ethical  code  of  conduct  with  tangible  action;  “playing  fair  is  one  of  our  

core  values  and  the  cornerstone  of  our  ethical  compliance  program.  We  know  that  how  

Mattel  17  

we  achieve  success  is  just  as  important  as  the  success  itself,  and  this  recognition  

underscores  our  commitment  to  conduct  our  business  with  the  highest  level  of  

integrity”.  This  strategy  will  also  provide  an  opportunity  for  an  introspective  look  at  the  

ways  Mattel,  Inc.`s  North  American  operations  contribute  to  recalls.    

 

Tactics  3b:  

² Public  apology  to  China.  

² Investigate  the  role  that  North  American  design  flaws  had  in  the  last  recalls.  

² Invest  more  into  the  product  design  and  development  phases  to  ensure  past  

flaws  such  as  wiring  failures  and  easily  edible  pieces  are  excluded  from  future  

toy  models.  

 

   

Mattel  18  

Key  Message  

  Mattel,  Inc.  has  been  serving  our  customers  for  more  than  six  decades,  creating  

toys  that  bring  joy  to  those  both  young  and  old.  As  a  company,  our  focus  is  placed  on  

our  employees  and  customers,  as  they  are  our  most  important  assets  in  achieving  

success.    

  We  continue  to  have  a  commitment  to  creating  safe,  high  quality  and  innovative  

toys.  Mattel,  Inc.  recognizes  that  our  recent  actions  have  not  fully  supported  this  

mission,  and  we  are  working  diligently  to  correct  that.    

  Our  reputation  as  a  company  has  been  earned  after  years  of  producing  safe,  

ethical  products  and  through  our  actions  on  a  day-­‐to-­‐day  basis.  The  fact  that  customer  

safety  has  been  compromised  is  something  we  do  not  take  lightly,  and  we  will  continue  

to  rebuild  this  trust  within  the  communities  in  which  we  exist.    

  Mattel,  Inc.  is  a  company  based  on  ethical  practices  from  start  to  finish,  and  we  

strive  to  maintain  good  corporate  values.  The  parents,  children  and  grandparents  who  

continue  to  support  our  products  and  us  are  the  focus  of  every  decision  we  make.  We  

are  appreciative  of  your  input  and  understanding  as  we  move  forward  in  becoming  an  

even  better  company.    

  We  do  not  always  choose  the  obstacles  we  are  faced  with  as  a  company,  but  we  

are  able  to  choose  the  way  that  we  overcome  them.  Mattel,  Inc.  will  act  with  integrity,  

respect  and  honesty,  and  subsequently  strive  to  do  the  right  thing  in  regards  to  the  

future  of  our  company  and  the  safety  of  all  employees  and  customers.  

Mattel  19  

Target  Audiences  

The  primary  audience  (our  internal  audience)  for  Mattel,  Inc.  involves  all  

employees  of  Mattel,  Inc.  and  the  employees  of  the  manufacturing  companies  that  we  

outsource  to.  One  of  the  most  important  messages  that  needs  to  be  communicated  is  

our  renewed  dedication  to  product  safety  along  with  stricter  guidelines  and  a  focus  on  a  

safe  workplace  environment.  Having  engaged  employees  is  also  a  top  priority,  and  

open/informative  communication  is  one  of  the  keys  to  achieving  said  objective.    

The  next  are  our  external  audiences.  Our  secondary  audience  is  all  customers,  

investors  and  retailers  that  are  related  to  our  company.  While  they  are  equally  as  

important  to  us  as  our  employees  are,  their  behaviour  relies  on  the  actions  of  our  

primary  audience.  In  order  to  regain  trust  and  customer  loyalty  as  well  as  rebuilding  our  

reputation,  our  secondary  audience  needs  to  engage  in  a  two-­‐way  dialogue  with  our  

employees.  This  is  made  possible  through  the  initial  communication  with  our  primary  

audience  and  transparent  and  honest  communication  moving  forward.  If  customers  and  

investors  are  aware  of  the  steps  we  are  taking,  trust  can  be  re-­‐established  more  easily.    

Finally,  the  tertiary  audience  is  the  media  and  the  government.  They  are  the  

kind  of  audiences  who  can  directly  affect  the  opinion  and  outlook  of  our  primary  and  

secondary  audiences.  The  media  plays  a  big  part  in  the  way  that  our  company  is  seen  

externally,  and  the  government  sets  guidelines  to  which  Mattel,  Inc.  adheres  and  adapts  

their  practices.  Maintaining  a  stable  relationship  with  the  media  is  important  to  us,  and  

Mattel  20  

the  government  guidelines  give  us  something  to  look  to  in  ensuring  product  safety  and  

ethical  standards  as  we  continue  to  adapt  our  company.    

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mattel  21  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mattel  22  

Evaluation  and  Measurement  

Evaluation  will  be  conducted  through  a  multi-­‐staged  process  immediately  

following  the  implementation  of  the  communication  plan.  It  will  be  comprised  of  a  

series  of  internal  and  external  surveys,  polls,  scans  and  electronic  measurement  

methods  that  will  allow  us  to  accumulate  and  asses  quantitative  data  regarding  our  

communication  plan;  to  evaluate  the  effectiveness  of  our  communications  plan,  we  will  

need  to  look  at  the  deliverables  outlined  in  our  objectives  and  determine  whether  or  

not  they  were  met  in  our  statistical  results.  These  statistics  will  be  tabulated  and  

subjected  to  a  variance  test,  to  determine  their  application  to  the  nationwide  consumer  

base.  All  evaluation  studies  will  be  benchmarked  to  pre-­‐campaign  statistics  and  research  

in  order  to  determine  our  effect,  if  any,  in  bringing  about  change  in  our  objectives.  

 

Objective  1  

In  order  to  determine  our  effectiveness   in  altering  public  perception  of  Mattel,  

Inc.’s  commitment  to  safety  and  dedication  to  best  practice,  we  will  conduct  surveys  of  

customers   for   positive   feedback   on   our   campaign,   monitor   news   and   social   media  

coverage   for   positive  mentions,   and   record   positive   letters,   emails   and   phone   calls   in  

which  the  public  expresses  support  for  our  campaign.    

 

   

Mattel  23  

Objective  2  

We   will   conduct   industry   wide   polls   and   surveys   to   determine   any   changing  

public   attitudes   towards   Chinese   manufactured   products,   record   audience   feedback  

from   our   webisodes   on   Chinese   manufacturing   plants,   and   we   will   monitor   media  

coverage  to  record  positive  feedback  on  Chinese  industry  in  the  news.    

 

Objective  3  

We   will   study   the   effect   of   employee   engagement   efforts   in   China   through  

workplace   surveys   to   determine   overall   employee   safety   and   satisfaction   on   the   job,  

participation  in  benefit  programs,  as  well  as  non-­‐employee  surveys  to  determine  Mattel,  

Inc.’s   image  among   the  Chinese  public.  As  well,  we  will  monitor  product   research  and  

development  activities  by  comparing  statistical  information  on  the  number  of  detected  

design  flaws  among  Mattel,  Inc.’s  goods,  both  pre  and  post  campaign.  

 

 

 

 

 

 

Mattel  24  

 

   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Budget  STRATEGY   TACTICS   ITEMIZATION   DETAILS   COST  BREAKDOWN  Objective  1   Begin  a  petition  for  customers  and  toymakers  to  support  TIA  

management  of  import  standards  for  toys  entering  the  USA  Legal  fees   Legal  staff  salary,  notarization  fees   $3400.00  

  Post  the  petition  on  company  website   Writing  FAQ    

Writer  salary  and  research  fees   $300.00  

Website  development   Web  developer  salary  and  production  fees   $1000.00  

  Include  petition  information  on  product  packaging   Development  and  production  of  new  packaging  for  all  children’s  products  by  Mattel  

$0.03  spent  on  new  label  per  400  million  child  toys  produced  annually  

$20000000.00  (per  annum)  

  Include  “sign  our  petition”  as  an  action  item  in  the  existing  list  of  what  parents  can  do  to  ensure  safe  play  once  the  product  is  in  their  homes  

Website  development   Web  developer  salary  and  production  fees   $1000.00  

  Promote  the  petition  at  the  retail  level.  Install  computers  near  Mattel  product  in  major  retailers  for  instant  sign  up  

Computer  purchase  and  installation  in  major  toy  retailers  in  Canada  and  the  U.S.  

Purchase  and  installation  of  $800.00  computer  system  at  400  major  toy  stores  throughout  Canada  and  the  U.S.    

$400000.00  

Co-­‐ordinate  activities  with  retailers   Incentive  to  retailers  to  include  computer  system  in  stores  

$200000.00  

  Promote  the  petition  in  advertisements   Television  advertisement  time  on  major  global  networks  during  prime  time  

CNN  and  Fox  ad  spots  ($300000.00  each)   $600000.00  

Newspaper  advertisements  in  major  Canadian  and  U.S.  newspapers  published  from  major  urban  centres  

Ads  in  30  major    newspapers     $270000.00  

  Provide  updates  on  sign  up  numbers  via  social  media   Social  media  campaign    

Web  developer  salary  and  production  fees   $10000.00  

  Host  press  conference  on  petition  initiative   Informing  media  and  public,  renting  space  and  equipment  for  press  conference,  fees  to  communications  practicioners  

Press  release,  media  advisory,  swag,  equipment  rental  costs  and  fees  

$10000.00  

  Initiate  information  sharing  initiative  with  other  toy  producers   Creation  of  new  external  communication  protocols   External  communication  fees   $2500.00     Creation  of  international  quality  control  liaison  position   Employee  search   Ads  and  fees  to  head-­‐hunter  firms   $5000.00  

Training   Testing,  background  check,  medical  workup   $1500.00  Salary   Yearly  fee   $75000.00  (per  annum)  

  Employee  feedback  box   Creation  and  implementation  of  employee  suggestion  program  

Paper,  box,  weekly  updates  on  new  suggestions   $1000.00  

  Video  interviews  with  quality  control  liaisons     Interview  writing   Writer  salary  and  research  fees   $600.00  Video  production   Video  equipment  rental,  work  stoppage  expense   $300.00  

        OBJECTIVE  COST   $21581600.00  Objective  2   Produce  video  of  manufacturing  operations  in  China     Script  writing  

 Writer  salary  and  research  fees   $500.00  

Video  production   Video  equipment  rental,  work  stoppage  expense   $300.00     Set  up  television  interview  for  Times  investigation     Booking  interview  and  publicist  fees   Salary  and  other  expenditures   $2400.00  

Interview  Training   Rehearsal,  coaching,  practice  questions     $1500.00  

        OBJECTIVE  COST   $4700.00  Objective  3   Mattel’s    foreign  childrens  literacy  program   Educational  materials     Textbooks,  lunches  and  writing  materials  for  a  class  

of  30  students,  for  each  one  of  the  4000  Chinese  manufacturing  plants  

$60000000.00  

Teacher  salaries     Hiring  of  five  new  teachers  at  $50000.00  yearly  salary  

$250000.00  (per  annum)  

  Monthly  monitoring  of  employee  health  and  safety  standards   Airplane  fare   Ticket  to  and  from  Beijing  during  lull  tourist  season   $7000.00  (per  month)  

Hotel  and  meal  expenses   Four  days  and  nights  at  the  Hilton  Beijing  Hotel   $800.00  

  Implement  biannual  employee  meetings  to  identify  areas  for  professional  development,  and  creation  of  employee  relations  position  

Employee  search   Ads  and  fees  to  head-­‐hunter  firms   $5000.00  Training   Testing,  background  check,  medical  workup   $1500.00  Salary   Yearly  fee   $60000.00  (per  annum)  

  Issue  a  public  apology  to  the  people  of  China   Writing  letter   Writer  salary  and  research  fees   $200.00  Broadcasting  announcement  on  radio,  newspaper  and  television  

Three  major  Chinese  news  networks  and  three  national  newspapers  

$400000.00  

  Investigate  design  and  development  areas  of  opportunity  to  prevent  recalls  

Product  testing   Lab  fees  and  testing  procedures  and  costs  for  existing  products  

$2000000.00  

Product  research   Research  fees   $5000000.00  

Product  development   Development  and  improvement  of  new  products     $10000000.00  

  Implement  action  plan  to  address  design  flaws   Product  alteration     Changes  implemented  at  4000  Mattel  factories  throughout  China  

$150000000.00  

        OBJECTIVE  COST   $227724500.00           TOTAL  COST   $249310800.00  

Evaluation  chart  (*Goal  deadline,  November  20)  Objective   Tactics   Measurement   2011   2012  

Q4   Q1   Q2   Q3   Q4  Nov   Dec   Jan   Feb   Mar   Apr   May   Jun   Jul   Aug   Sep   Oct   Nov*   Dec  

1A   Begin  a  petition  for  customers  and  toymakers  to  support  TIA  management  of  import  standards  for  toys  entering  the  USA  

Document  number  of  signatures  accumulated,  and  survey  public  on  their  opinion  of  Mattel’s  positive  or  negative  dedication  to  consumer  safety  

                           

1A   Post  the  petition  on  company  website   Monitor  the  number  of  webpage  hits                              

1A   Include  petition  information  on  product  packaging   Survey  public  on  effectiveness  of  packaging  in  conveying  message,  and  of  opinion  towards  Mattel’s  commitment  to  public  safety  

                           

1A   Include  “sign  our  petition”  as  an  action  item  in  the  existing  list  of  what  parents  can  do  to  ensure  safe  play  once  the  product  is  in  their  homes  

Monitor  number  of  signatures,  and  survey  parents  on  how  they  became  aware  of  the  petition    

                           

1A   Promote  the  petition  at  the  retail  level.  Install  computers  near  Mattel  product  in  major  retailers  for  instant  sign  up  

Monitor  the  number  of  uses  of  each  computer  system.  Include  variables  like  store  and  geographic  location  

                           

1A   Promote  the  petition  in  advertisements   Survey  petitioners  to  determine  how  many  became  aware  through  ads                              

1A   Provide  updates  on  sign  up  numbers  via  social  media  

Monitor  numbers  of  social  media  followers                              

1A   Host  press  conference  on  petition  initiative   Monitor  news  coverage  and  survey  positive  or  negative  response  among  public  

                           

1B   Initiate  information  sharing  initiative  with  other  toy  producers  

Survey  public  opinion  of  Mattel  in  comparison  to  Hasbro  and  Jakks                   c            

1C   Creation  of  international  quality  control  liaison  position  

Monitor  communication  frequency  and  efficiency  with  Chinese  manufacturers    

                           

1C   Employee  feedback  box   Monitor  the  number  and  nature  of  employee  suggestions                              

1C   Video  interviews  with  quality  control  liaisons     Survey  public  opinion  regarding  Mattel’s  quality  control  processes,  and  evaluate  any  changes  or  lack  thereof  

                           

2   Produce  video  of  manufacturing  operations  in  China    

Monitor  comments  and  likes  of  video,  evaluate  comments  for  effectiveness,  and  survey  the  public  on  changes  in  opinion  towards  Chinese  merchandise  

                           

2   Set  up  television  interview  for  Times  investigation     Scan  media  for  response  to  interview,  and  conduct  surveys  to  determine  any  changes  in  opinion  towards  Chinese  goods  

                           

3A   Mattel’s    foreign  children’s  literacy  program   Monitor  children’s  attendance,  grades,  and  survey  opinion  changes  among  foreign  workers  

                           

3A   Monthly  monitoring  of  employee  health  and  safety  standards  

Measure  number  of  workplace  accidents,  working  conditions  and  overall  employee  satisfaction.    

                           

3A   Implement  biannual  employee  meetings  to  identify  areas  for  professional  development,  and  creation  of  employee  relations  position  

Monitor  feedback  from  foreign  employees  during  biannual  meetings,  and  consistent  measurement  by  employee  relations  expert  

                           

3B   Issue  a  public  apology  to  the  people  of  China   Survey  Chinese  urban  centres,  rural  areas  and  manufacturing  centres  to  determine  positive  or  negative  impact  on  public  opinion  

                           

3B   Investigate  design  and  development  areas  of  opportunity  to  prevent  recalls  

Use  focus  groups  to  monitor  the  progress  and  application  of  product  development  

                           

3B   Implement  action  plan  to  address  design  flaws   Measure  number  of  product  flaws  detected  post-­‐implementation,  to  determine  effectiveness  of  changes  in  limiting  recalls