1.Definition: The Public Relations professionals globally are assisting their organizations not only for build and maintain multiple relationships at home, algo constructiong and keepings those brisges abroad in other host locations and transnational environments especially with activist groups, global media and international non governmental organizations (INGOs). They´re called like “globalutionaries”

2.Transational PR vs international PR: Many organizations are no longer limited to communicate with home publics (where their main office are), but additionally with host (where the operate internationally) and transnational publics (simultaneously acting in several locations and communication dimensions or media platforms) are situation and active actors who are transitional in nature; they function as a global network or matrix with communication floe in every direction.

3.First approach to definition: the important elements in a international program therefore, bold down to where the entire is located and to which publics its must build relationships. If the publics are located down the street or only within the same nation as the organization´s home base, interaction with den doesn’t constitute international pr.

4.Home, host and transitional publics: Global pr is also simultaneous strategic communication in actions with home, host and transnational publics. So , practitioners must take preemptive steps to ensure their voices are heard in cross-national conflicts, particularly through the cultivation of relevant media representatives, both at home and host countries.


1.Internation PR profile (frietag profile): Freitag conceptualized as ascending cultural competence model, which includes:-Initial preparation in relevant coursers work or training in culture.-Political and economic aspects, and foreign languages.

-International assignment seeking behavior.-internation assignment itself.

-perceived success and satisfaction.-increased culture competence.

-and further international assignment seeking behavior.

Each component is a condition for the achievement of higher stage of the model.


-The ascending cultural competence model posits that increases preparation will result in commensurate increases in levels of perceived satisfaction and success in international assignments and in the desire to seek those assignments.-Cumulative foreign travel: appears to be positively associated with the perception of success in international assignments, and also likely job satisfaction and the desire for additional international assignments. This professional behavior seems to characterize successful GPR proffesionals.-According to Freitag, his model predicts that particle with no international experience will be more likely to express the desire to gain the experience if the have acquired the appropriate preparatory background


1.Intro: As shareholder activism continues to evolve, it present new challenges and new threats to public companies. Being prepared is essential for management team and company directors. Edelman helps clientes prepare for posible activist approaches and crafts communication strategies to mitigate the risks

-Corporate Governance Advisory: Edelman can evaluate a company’s corporate governance profile for potential weaknesses that may be targeted by an activist investor or a proxy advisory service. Based on our analysis, we can advise clients on the best way to improve governance to secure a positive response from both investors and the media.

-Evaluation of Potential Activist investors: Working with clients exiting stock surveillance team, we identify potential activist in their stock and provide a detailed history of tactic and activists focus. Once potencial activists are identified. Edelman works with the issuer to develop an appropriately calibrated investor outreach program to proactively address potential concerns.-Investor Relations Campaigns:We often find meaningful opportunities to improve investor understanding of a company’s strategy. Edelman aids clients in strengthening their IR programs to clearly articulate their business strategy and investment thesis. We then help them develop and implement effective communications campaigns to strengthen their relationship with investors and relevant media.-Investor Attacks and contested shareholder votes: Activist attacks and contested shareholder votes challenge corporate governance, leadership structure and long-term business strategy. Once an activist investor threatens a fight or highlights a corporate governance weakness, directors and management will find themselves fighting a barrage of negative attention and publicity. Edelman works with its clients to mobilize a strategic communications campaign to defend against and overcome the activist’s threats. Edelman then works closely with its clients and their advisors to development investor relations and public relations tactics that reinforce campaign strategy.

NEO´s, activism and PR

1.Intro:-The third sector is large and diverse; it consists of non-profit and non-governmental organisations that exist to serve a social cause, which can also have a political or an environmental aspect attached to it.

-Third sector or voluntary organisations are in a continuous battle to improve the world, society and the lives of people who are part of it. The organisations’ causes range from fighting world hunger/poverty, aiding the unwell and sustaining the environment.

-Although these organisations have different aims, they all engage in the same activities which can be the ‘hands on’ activities like providing physical assistance, campaigning and most importantly advocating and lobbying. 

-The key stakeholders of charities and NGO’s are the general public, corporations and local and national governments. Having said that, the relationship of corporate companies with NGO’s can often be tense, as NGO’s are always on the lookout for company misconducts and are prepared to take action if they feel like a corporation is engaging in activity that goes against what they stand for.

-From a corporation’s viewpoint, NGO’s can be classified as active publics. As Grunig’s situational theory suggests (Grunig and Hunt 1984), active publics are groups of people who share an interest or concern for an issue or problem and who organise to do something about it.  According to this theory, an organisation should actively communicate with these public and to maintain a positive relationship with them, as they are likely to take action. Seeing that the relationship between corporations and NGO’s can often be edgy, it could then be in a corporation’s or even in the NGO’s interest to form a partnership with each other. Reaching to some kind of negotiation would benefit both and conflict could be avoided.-Companies often form partnerships with NGO’s as part of their CSR programmes. This could be a win-win relationship. British retailer Marks and Spencer is famous for these kinds of partnerships. Some examples of this work are the M&S and Oxfam clothes Exchange programme in 2008 or Greenpeace supporting M&S’s policy on sustainable sourcing of fisheries products. However, on other occasions such partnerships may have their critics. Nestlé’s partnership with the Forest Trust (TFT) last year to combat deforestation (Nestle was allegedly reviewing its palm oil supply chain) was criticised by Greenpeace who organised a campaign against them claiming that this move was just a cover up and that the company had ulterior motives.

-watch video greenpeace: This is just an example of how sometimes partnerships with NGO’s can backfire. Another interesting issue it that just because an NGO forms a partnership with a company, it does not mean that the NGO will have a favourable view towards it. Companies need to be cautious when selecting partners and to ensure there are no conflicting interests in the process.