Published by:
Harvard Business Publishing
Length: 12 pages
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Abstract
Every year since 1982, Naturewise Apparel has donated $400,000 to charity through its Corporate Giving Fund. This year, Dana Osborne, the founder and CEO of the children's clothing manufacturer, decided to allow each of the company's regional divisions to decide for itself where the money should go. Her goal was to include all employees in the program and to pay back the various local communities that support the company. Dana's good intentions backfired, however, when an abortion clinic in Illinois was bombed and the bomber claimed affiliation with a radically pro-life group called TermRights. Naturewise's Midwest division had inadvertently provided donations to TermRights through a nonprofit umbrella corporation called CHICARE. How should Dana handle the media? Five experts consider this fictitious scenario and give advice on forming an effective media policy.
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Abstract
Every year since 1982, Naturewise Apparel has donated $400,000 to charity through its Corporate Giving Fund. This year, Dana Osborne, the founder and CEO of the children's clothing manufacturer, decided to allow each of the company's regional divisions to decide for itself where the money should go. Her goal was to include all employees in the program and to pay back the various local communities that support the company. Dana's good intentions backfired, however, when an abortion clinic in Illinois was bombed and the bomber claimed affiliation with a radically pro-life group called TermRights. Naturewise's Midwest division had inadvertently provided donations to TermRights through a nonprofit umbrella corporation called CHICARE. How should Dana handle the media? Five experts consider this fictitious scenario and give advice on forming an effective media policy.