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.
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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
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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.
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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.
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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.
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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
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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
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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.
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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.
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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
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the government guidelines give us something to look to in ensuring product safety and
ethical standards as we continue to adapt our company.
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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.
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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.
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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