group c wk 6 project

Running head: AFTER BLATTER: CREATING A POSITIVE IMAGE FOR FIFA 1

After Blatter: Creating a Positive Image for FIFA

Lily Emma Lee Withrow, Jamie East, and Andrew Bergen

University of Miami

AFTER BLATTER: CREATING A POSITIVE IMAGE FOR FIFA 2

After Blatter: Creating a Positive Image for FIFA

Overview and Plan

Problem and Goals

This campaign is going to focus on the scandal surrounding the FIFA Administration of

Sepp Blatter. The investigation of his reign in power has uncovered almost 20 years of unethical

and criminal actions that have contributed to an extremely negative image for FIFA (BBC,

2015). According to Rawlinson (2015), Sepp Blatter created and nurtured a culture of corruption

that allowed and encouraged bribery, selling votes, and misuse of executive powers. Along with

this corrupt culture, the Sepp Blatter regime also “created an environment of dishonesty, racism,

and inequality” (Rutherford, Collett, and Palmer, 2014). According to the BBC, Blatter was

“found guilty of breaches surrounding a ($2 million) disloyal payment made to Platini in 2011.”

In addition, Swiss authorities “opened criminal proceedings against Blatter [for] criminal

mismanagement and misappropriation (ESPN Staff, 2015). The public investigation of Blatter

brought the problematic FIFA environment to the world’s attention. Blatter is directly connected

to the corruption within FIFA and he has fostered an environment of inequality and dishonesty,

which has resulted in a highly negative image and a decrease in the production of grass root

athletes therefore resulting in a lower income for FIFA and member federations.

Due to the negative image of FIFA and its impact on the sport of soccer the main goal of

this campaign is to improve FIFA’s image throughout the world. The desired outcomes of the

campaign are as follows:

1. Behavioral:

a. Increase of participation of athletes at local and national grassroots programs

within the FIFA member federations.

b. Increase membership of new federations in FIFA.


c. Increase attendance at World Cup & FIFA member federations’ events.

d. Increase demand of FIFA member federations’ merchandise.

2. Attitude: People have a high level of trust, confidence, and respect for FIFA, member

federations, and local soccer organizations.

a. Increase of positive remarks by the public and stakeholders of FIFA

b. Increase of positive stories in the media.

3. Cognition: The clear understanding of ethical rules, rules of the game, and

transparency of the organization at higher levels.

a. Increase the accessibility to financial records and bidding processes to the

public

b. Increase education of officials, players, parents and public to the rules of the

game set up by FIFA.

4. Retention: Maintain athletes as they mature from grassroots programs to various roles

within the organizations such as coaching, semi to pro athletes, and enrolling children

into grassroots programs.

5. Exposure:

a. To increase positive media exposure at all levels: local, national, and

international.

b. Expose interested publics to new changes; explain the changes and the need

for those changes.

Key Publics

FIFA is known worldwide as the premier governing body and ambassador of the sport of

soccer internationally. “FIFA’s primary objective is "to improve the game of football constantly

and promote it globally in the light of its unifying, educational, cultural and humanitarian values,


particularly through youth and development programs".” (FIFA, 2016) In addition, “FIFA’s goal

is to touch, unite and inspire the world through its competitions and events.”(FIFA, 2016) Recent

events have brought to light major corruption issues and various scandals in the organization.

FIFA is to the of world soccer, what the IOC is to the Olympics and their missions share similar

aspects. FIFA like that of the IOC has many publics that they look to maintain relationships with

both inside and outside of the organization.

FIFA itself is made up of 209 member associations, which it recognizes and develops.

These member associations are one group of publics, which could be regarded as internal but

highly affected by FIFA actions. These member associations receive funding from FIFA on a

case-by-case basis to organize youth and other soccer programs in their respective locations. In

many of these countries, the programs are grassroots program to help develop the sport and

spread FIFA’s mission goals. “Many of our members depend on this support to finance their day-

to-day operations. It ensures that football can have a solid foundation throughout the world.”

(FIFA, 2016) These programs are fundamental to FIFA because they maintain the growth of the

sport and the youth in these programs are the future of the sport, making them a key public that

will continue the sports advancement in many ways. Two external key publics that FIFA should

regard at the highest level are fans of FIFA soccer around the world and the corporate sponsors

of FIFA, including its largest event The World Cup. These two groups can hinder FIFA greatly

and its actions largely affect both of these groups. The two relationships also connect with one

another as fans opinions of the organization could sway the opinions of corporate sponsorships.

These three key publics are the most important groups to FIFA for a few reasons. If fans

believe FIFA is corrupt and the organization’s reputation is damaged, they will lose faith in the

organizations ability to govern the sport correctly. This would result in worldwide questioning of

all FIFA member associations and the integrity of the sport in general. Also, the tournament,

which FIFA relies so heavily on for revenues and their economic security, would likely develop


issues. FIFA’s ability to promote the sport and assist member association would begin to falter.

The youth in grassroots programs would no longer have the opportunities without proper funding

and the future of FIFA would be diminished. The result of all this and the public opinion would

cause corporate sponsors to question the organization’s intentions and continuation of their

sponsorships. This would pull additional funding from FIFA that it depends on for The World

Cup and its on-going events or programs. FIFA’s corporate sponsors depend on them to

organize events that they would be confident sponsoring and the fact that the organization cannot

govern itself properly does not create appeal. Negative actions by FIFA executives or the

organization as a whole could be a public relations nightmare and this has come to fruition for

the organization as of late. As they make steps to rebuild, their key publics have to be addressed

and shown that the organization is on the right path for the future.

Research Strategy

Initial Investigation: This is a critical first step in crisis management. Before formal

research can begin regarding the publics and the reforms needed to bring credibility back

to FIFA, an investigation into the scandal needs to happen. This will uncover the ugly

details surrounding the Blatter Scandal and give us a better understanding of what

actually happened. This is important as we identify reforming methods that demonstrate

our ability, willingness, and integrity as an organization to get all the bad news out prior

to launching a ‘brand recovery campaign’.

Formative Research: Our main focus should be on understanding what our key publics

know, believe, value, etc. before we communicate our campaign message. This is

particularly important, as we should only be focusing on publics that actually have an

interest in FIFA. By identifying those publics, we can then tailor our communications

unique to the intended recipient – soccer (fútbol) fans. The goal is to bring credibility

back to the organization and to build relationships with publics who actually have an


interest in our message.

Quantitative Research: This strategy is beneficial in learning the demographics of our

key publics and where they are getting their information from (e.g. internet sources,

social media, etc.). Internet-based surveys, online reviews, blogs, etc. are some examples

of resources that we may be able to use to compile this data.

Qualitative Research: Once the quantitative information is compiled, we can then hone

in on the feelings, opinions and emotions of our key publics. We especially want to

know their beliefs and opinions so we can structure our communications appropriately.

Evaluation: Once the research has been completed and all of the information has been

compiled, evaluation of the data is critical in order to develop an effective action plan. It

is critical that we build-in evaluation and accountability and that we measure our key

public’s actions against our goals as set forth in our action plan. With respect to those

goals, it will be important throughout our campaign to continually evaluate, analyze and

revise our goals, outcomes and strategies as needed.

Evaluation Method

Evaluation of the efficacy of the crisis communication plan is vital to ensure the success to

improving FIFA’s image after the corruption scandal of the administration of Sepp Blatter. The

best method of evaluating the success of the plan is through systematic evaluation. Systematic

evaluation allows for impartial evaluation of the success of the plan (Stoldt, Dittmore, and

Branvold, 2012). In addition to this, a systematic evaluation allows for the evaluation of

execution, media coverage and impact of the plan (Stoldt, Dittmore, and Branvold). This method

of evaluation also allows for the measurement of the “audience effects communicators want to

achieve” in behavior, attitude, cognition, retention and exposure (Stoldt, Dittmore, and

Branvold).

The largest indicator of success of the campaign will be the evaluation of impact. This


evaluation relies heavily on the change of people’s behaviors. According to Stoldt, Dittmore, and

Branvold (2012), this is the hardest aspect to influence and measure. However, this campaign

will use the correlational study of a Structural Equation Model to show behavior change,

especially in the growth of grassroots football programs. The Structural Equation Model allows

evaluators to show the relationship of observable behaviors have on latent information (Adames,

2013). An example is the measurement of the increase of participants in grassroots programs.

The outcome is the growth of the grassroots programs and the path analysis of this might be

Home Activities feed into Social and Parental Influence which lead to a person to play soccer.

The factor analysis would be that the person watches television, active on twitter or other social

media then those activities lead to talking to friends, friends play football, parents played or

coach football, mentor or teacher played or coaches football which feeds into financial means

and amount of available soccer programs that result in the person playing soccer. Then with a

data analysis an evaluator can measure the behavioral outcome is related to the campaign and

that it was successful on this measure.

The evaluation of execution and media coverage are easier to measure through data

analysis and survey’s. The evaluation of execution ideally should be conducted throughout the

crisis communication campaign to ensure that FIFA is communicating constantly to the needed

agencies and publics concerning the crisis and the solution. Additionally, this evaluation is just a

collecting data of the amount of public announcements released and received by the media and

individuals (Stoldt, Dittmore, Branvold, 2012). This evaluation also helps the data analysis

conducted during the evaluation of media coverage that will assess not only the amount of

publicity but also the content and value of the media content to see if the campaign is achieving

desired effects of the key publics.

Perception and Behavior Change Through Media

Message


As FIFA enters its rebuilding phase, following the major scandals and shake-up of its

organization regaining the trust of its publics and conveying that that the organization is on the

right path for the future is key. This includes rebuilding from top to bottom, at all levels to create

a better overall perception of the organizations abilities to do what it was intended to do. The

following statement would be shared via social media to rebuild FIFA’s image:

“At FIFA our goal is to develop and improve the beautiful game in all aspects,

including governing the sport, controlling financials at every level, fighting corruption,

and making football available to all. Through this mission, we look to grow the sport of

football, with the goal of improving lives around the world with our grassroots efforts.

Through football we can create a better and brighter future.”

This message will be effective in reaching and being accepted by key publics around the

world based on a few factors. It presents and reiterates the mission of FIFA and what the efforts

of the organization are meant to do. It also mentions the areas from which the scandals that

rocked the organization stemmed from and shows that these areas are still top priorities for the

organization to maintain control of and properly regulate. Most importantly, it demonstrates that

FIFA at its core is on a mission to grow the sport everywhere and at every level beyond just

promoting it at the professional level. This commitment proves that the sport itself is what is

important to FIFA and giving the opportunity to all people globally to be involved in the sport at

whatever level they choose is the goal.

Twitter would be a highly viable social media platform for this message. It would allow

the message to spread to all outlets and the public simultaneously. Media outlets worldwide

would re-tweet it and comment on it. Likely the media would draw various conclusions about the

message, some naturally positive and some negative would be expected, but the message would

be out there. It would also reach publics directly that follow FIFA via twitter, reassuring them

that the organization stands strong and will move forward in their mission. The message would


go from Twitter to other platforms and be shared all over, maximizing the audience it reaches

and allowing the message to reach its full potential. The concept of Selective Exposure, which

“is the notion that people are most likely to pay attention to messages that relate to subject matter

of existing interest”(Stoldt, Dittmore and Branvold, 2012) is the strategy that the message would

be focused towards. Whether the message is being looked at by a fan, media outlet, or any other

public, they hold some form of interest in the story or FIFA as an organization, which would

prompt them to read and take the message in. Over time, the actions of FIFA, as an organization,

will prove to their publics that they can continue their efforts and regain the trust to govern and

develop the sport with integrity.

Message Efficacy

FIFA’s primary objective “to improve the game of fútbol constantly and promote it

globally in the light of its unifying, educational, cultural and humanitarian values, particularly

through youth and development programmes” (FIFA, 2016). FIFA’s mission statement is great

place to start when considering media outlets, as it is widely known that the media is often a

driving force behind public perception of any sport. However, three key media outlets that come

to mind when thinking about what is driving public perception of FIFA are: social media,

website blogs, and broadcast media.

Starting with social media, it is clear that opinions can be swayed easily in this media

source; however, generally there are mixed views on any subject matter and the result could be

positive, negative, or a combination of the two. As it relates to FIFA, currently the

overwhelming perception is that FIFA officials have been using the organization’s influence to

fatten their pockets. Now, in order to turn around this negative perception, FIFA should use

Twitter, Instagram and Facebook to give key publics a behind-the-scene look into the excitement

surrounding the FIFA World Cup. For example, an influential twitter trend such as “#JoinIn

#WorldCup,” can have a positive impact on the way the public perceives both FIFA and FIFA


World Cup (Sports Techie, 2014). This strategy is used to introduce soccer, and the FIFA World

Cup in particular, to new publics that are likely to follow FIFA and the FIFA World Cup for the

first time ever leading up to the big tournament – at present, the 2018 FIFA World Cup (Sports

Techie).

Next, we move into the media space of website blogs, which is sometimes a forgotten

contributor to influencing public opinion. FIFA bloggers are generally soccer fans that use an

online platform to promote positive messages about FIFA and can be a strong influencer if fed

the right content. Reaching out to bloggers is a great way to get key influencers in the online

media space to promote FIFA in a positive light, and they do it for free (Dean, 2014). The idea

behind this strategy is that by placing FIFA’s positive content with key media outlets, such as

bloggers, FIFA thereby maximizes their message – a message that gets noticed across multiple

platforms at one time, reaching more and more people, simultaneously with traditional social

media posts (Dean).

Last but not least, broadcast media is also a key contributor as broadcasters provide a

‘giant lens’ to the world, making this a global reach. As an added benefit, the manner in which

the content is reported seems to have a pretty big effect as well. Some would say that the reason

for viewership reaching such high numbers for the 2014 FIFA World Cup Finals was because it

was relatively well reported in the days leading up to the tournament (FIFA, 2015). Moreover,

as it relates to the global marketplace, the FIFA World Cup is a critical element of the FIFA

brand, thereby insuring that FIFA will ultimately optimize its financial returns from media rights

as well as commercial backing (Vazquez, 2013). Simply put, the FIFA World Cup sponsors and

broadcasting platforms are FIFA’s ‘bread and butter’. That being said, it makes perfect sense for

FIFA to protect the promotional interests of its sponsors – and in the context of the FIFA World

Cup, the display of logos and associated advertising as well. In this regard, Vazquez has argued

that the FIFA World Cup is in and of itself a global ‘brand’ that serves as a major revenue earner


and produces huge profits for FIFA.

One final note, the capacity of the media to broadcast and present experiences to the

public from a range of spaces before, during, and after major events such as the FIFA World Cup

is rapidly growing. Therefore, it is extremely important to redirect public perception of FIFA – a

unique and successful campaign surrounding the FIFA World Cup media relations and the

strategic engagement of social media is key in this process.

Crisis Campaign

Communications Strategies

The determination of the proper crisis communication strategy is vital to rebuilding

FIFA’s image and recovering from the corruption scandal of Sepp Blatter’s reign as President of

the organization. Although this campaign will need to reintroduce FIFA’s mission of unifying

the world and improving communities and individuals through the fair game of football (FIFA,

2016), it will also need to focus on the scandal and how the organization will move forward.

According to Coombs (2006), it is very important to identify the proper crisis-response strategy

based on the crisis type and previous history of the organization. Based on these requirements

there are several communication strategies that are useful for the rebuilding of FIFA’s image

with various publics.

The particular scandal that this campaign addresses is the corruption created by the Sepp

Blatter Administration. The typology of this scandal is internal and an intentional crisis caused

by the transgressions of Sepp Blatter. Although “FIFA [strives to] protect the integrity of football

and is fighting corruption” (FIFA, 2016), the administration of Sepp Blatter tainted the image by

allowing corruption to seep into the organization. Therefore, it is very important that this

campaign use the crisis communication strategy of mortification. This strategy allows the

organization “to build positives by addressing the crisis in some manner [and allows FIFA to]

accept its responsibility to some degree and take measures to atone for the crisis” (Coombs,


1995). The mortification strategy is a part of the rebuilding posture that allows an organization

with “a weak crisis history and poor reputation” to rebuild their image when a severe crisis

occurs (Stoldt, Dittmore, and Branvold, 2012).

The next step in the rebuilding process is to use the rectification strategy, to communicate

to the various publics and stakeholders what measures the organization is taking to prevent a

similar incident from occurring (Coombs, 1995). This helps bolster the image of FIFA. This

strategy will also help communicate that the higher levels of competition are free from

corruption and that the standards of fair play are up held at all levels. When this is understood

more people will be attracted to watch events FIFA hosts, people will attend more events, more

athletes will remain part of the organization in various positions and participation in grassroots

programs will increase.

The last step in the process of rebuilding FIFA’s image is combining the other strategies

with two strategies from the bolstering posture. Although FIFA has a recent history of negative

publicity surrounding various actions such as “bribing” and “game fixing” (Davis, 2013), it also

has a history of promoting fairness in sports and fighting corruption (FIFA, 2016). Coombs

(1995) suggests that an organization with a “positive performance history” can successfully

utilize “ingratiation strategies” such as reminding stakeholders of positive accomplishments and

thanking stakeholders for support.

Bolstering Strategies

The most important and difficult portion of the crisis communications strategy is dealing

with the media. According to Stoldt, Dittmore, and Branvold (2012), it is essential to the success

of the crisis communication strategies that the “public relations professionals…establish

themselves and their organizations as credible sources of information.” If an organization is the

primary source of information for the media then it is more probable the desired message and

image are communicated to key publics. This crisis communications plan will utilize several


media sources.

First, social media such as Twitter and Facebook are wonderful ways to get the desired

message and image out quickly. In addition to this post have the chance to go viral and reach

millions of people. Second, it will be important to develop a media center where all members of

the media can come for press conferences, interviews, and news releases and allow members of

the mass media to work at the center as a convenience (Stoldt, Dittmore, and Branvold, 2012).

This center allows a large organization, such as FIFA, to reach out to a broader number of media

organizations both international and local. In addition to establishing a media center, there needs

to be an initial contact to various members of the mass media all over the world. In order to reach

this large network of media a communications network needs to be established to contact each

confederation of FIFA. Then the confederations contact each country’s governing body in its

membership to contact media liaisons in their country and invite them to the media center. This

will ensure that not only US media sources such as ESPN and the major networks and presses

are connected to the organization’s communication channel. Utilizing both social media such as

tweets and posts along with press conferences and press releases will help spread a consistent

message of change and promote the past good works of FIFA to the masses to disintegrate the

negative image created by the recent scandal.

Conclusion

Evaluation Plan / Communication of Results

Crisis management is probably the most difficult aspect of public relations – and

unfortunately cannot be completely planned. In reality, no matter how much planning is done to

prepare for reacting and responding to a crisis event, every situation is different and poses its

own unique set of obstacles. However, proactive approach is generally a positive step in the

right direction, positioning the organization to begin the recovery process.

After the Blatter crisis runs its course, it certainly will not be over. FIFA must go back,


re-visit how the crisis was initially addressed, and determine if anything could have been done to

communicate better with their key publics. Additionally, FIFA will then need to take the lessons

learned and incorporate them into the overall crisis communication strategy. This is a critical

component of the evaluation process (post-crisis) as FIFA should have the tools to prevent the

same error from being made in a similar crisis situation in the future. In this case, one of the

biggest lessons to be learned is making sure the right people, with the right experience, are in the

right place. FIFA must take a long, hard look at their organization, with the intention of making

their brand credible again. After all, reputation is arguably FIFA’s most important asset and

therefore it must be protected at all times.

Post-crisis communication provides FIFA with the opportunity to get out key messages to

the media, who are closely watching the organization’s every move (Heath, 2007). Although

post-crisis communication is critical to an organization’s recovery, it is also important to note

that the dialog between an organization and its public(s) prior to, during, and after the crisis is

paramount (Fearn-Banks, 2011).

Moreover, FIFA’s evaluation of their crisis response strategy is yet another key

component post-crisis. Basically, in this phase of crisis communication, it is important to

evaluate what went wrong – and coincidently, what may have gone right. Evaluating outcomes,

whether negative or positive, provides a unique opportunity to also contemplate what could have

been done to better inform its key publics. Or better yet, what could have been done differently

so that a situation such as the Blatter crisis is averted altogether.

As an organization begins to return to ‘normal’ after a crisis, providing follow-up

information to key publics is a critical step. This will present an opportunity for FIFA to

acknowledge ineffective business practices and present new initiatives that reflect changes

resulting from the evaluation phase. Notably, this is a unique learning opportunity for any

organization to gain valuable insight and apply better business practices as it also serves as a


benchmark for future situations that may occur.

These practices can best be associated and explained by the Situation Crisis

Communication Theory (“SCCT”). As noted by Coombs (2007), SCCT provides an evidence-

based framework for understanding how to maximize the reputational protection afforded by

post-crisis communication. SCCT is designed to provide a set of guidelines that can be used for

crisis response strategies to protect the reputation of the organization (Coombs, 2007).

As it relates to the relative effectiveness of response strategies, it generally depends on

the nature of the crisis itself. Consequently, a ‘one type fits all’ strategy for post-crisis responses

can prove to be ineffective. However, by launching a fierce public relations campaign,

reminding the world that FIFA helps to support soccer (fútbol) teams, players, coaching staffs,

and fans alike — a community of over a billion people — rather than serving as a club for the

financial ambitions of small few. That being said, FIFA’s success will ultimately depend on its

ability to revamp its image from what some would call a shady organization – rather than the

non-profit giant it portrays to be.


References

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group c wk 6 project

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