Florida Sheriff's Office Has Fun with Spring Break News

Thanks to Bambi Van Horn at University of Nebraska at Kearney for sending this example of fun communication. Imagine living in sunny Walton County, Florida, anticipating mobs of students on spring break. The sheriff’s office wrote a press release and a funny Facebook post to prepare the locals.

The post starts with background and a few similes and metaphors:

• Like Voldemort in Harry Potter where everyone just whispers "you know who.”

• Spring break. It even tastes like vinegar to type it.

• One thing is certain, the green will be seen.

• Now that we've skipped over the denial part of the grieving stage, the next is acceptance. "You know what" is coming. But, when?

• They want to prepare. Like some sort of zombie apocalypse

The writing style is engaging:

We are also heavily interacting with high school-aged kids whose parents bring them while on break and let them wander around and make poor choices in the moments they look up from scrolling Tiktok and Snapchat. Which they do. Don't we all at some point in our lives?

Of course, the information has to be useful for the writer to achieve the communication objectives, which students can identify. At the end of the post is a list of dates when people might expect crowds to appear from schools.

Humor is difficult to convey in writing, particularly for a public audience and, as the writer says, an oddly political issue. The post is a good example for students to analyze.

AMC Explains Movie Pricing Change

For years, students in my hospitality classes at Cornell have presented arguments for movie theaters to use demand pricing, which stadiums and arenas have done for years. Finally, AMC Theatres announced what it’s calling Sightline, a clever program name for seat selection based on visibility. The announcement is a good example of trying to explain information in an understandable way.

The statement is written as a press release and is hard-to-read, with white text on a black background and a long headline: “AMC Theatres® Presents Sightline at AMC, the Next Evolution of Value Pricing at the Movies With Multiple Options to Meet the Viewing Preferences of AMC Moviegoers – Including a Lower Ticket Price for Select Seats.” The three tiers—value, standard, and preferred—are clearly explained with obvious color coding when you buy tickets online. At first, I was surprised to see so few value options (blue) for $2 off, but of course, that makes sense.

Students can analyze AMC’s decision, the website interface, and this executive quote:

“Sightline at AMC more closely aligns AMC’s seat pricing approach to that of many other entertainment venues, offering experience-based pricing and another way for moviegoers to find value at the movies,” Eliot Hamlisch, executive VP and CMO at AMC Theatres, said in a press statement. “While every seat at AMC delivers an amazing moviegoing experience, we know there are some moviegoers who prioritize their specific seat and others who prioritize value moviegoing. Sightline at AMC accommodates both sentiments to help ensure that our guests have more control over their experience, so that every trip to an AMC is a great one.”

One skeptic wrote, “AMC Theatres calls it ‘experience-based pricing.’ Some might call it another reason to wait for a good seat at home.”

M&M Acknowledges "Polarizing" Spokescandies

M&M explained the decision to eliminate “spokescandies”—cartoon images of the candy. The situation is delicate: Fox News anchors criticized the company’s “woke” M&Ms, and Tucker Carlson seemed particularly offended by Purple, which a Mars Wrigley spokesperson explained in September:

“We’re really excited about Purple because she’s designed to represent acceptance and inclusivity. We want her to be known for her earnest self-expression, keen self-awareness, authenticity, and competence.”

The company acknowledged but didn’t quite strike back against the controversy—or criticism of the previous push for inclusivity in January (see press release). This tweet downplays the original campaign (“We weren’t sure if anyone would even notice”) and jokes, “even a candy’s shoes can be polarizing.”

After backlash from the initial campaign, the spokeperson also tried to shake off the controversy: “We were thrilled to a large extent because it reminded us how iconic our brands are—that people care so deeply about M&M’s and the characters.”

I’m curious how students assess these comments. The company took a stand—and then seemed to back off. After the initial push for “fun,” the tweet reads formally in parts (“take an indefinite pause from the spokescandies”). Maybe students can think of a more creative way to retire the candies, one that demonstrates more accountability and courage. Could Maya Rudolph have done something funny?

Or maybe the company didn’t have to say or do anything differently, as a Forbes writer suggests? Or maybe a candy company should just make great, classic candy and not try to “bring people together”?

Netflix Messages About Leadership Change

Netflix published two messages about new CEOs. One is written by Reed Hastings, who founded Netflix and reigned as CEO for the company’s first 25 years. He leaves on a high note, which a letter to shareholders acknowledges: “2022 was a tough year, with a bumpy start but a brighter finish.” Subscribers were lagging but increased recently as Netflix implemented a new ad subscription model and launched a few popular shows.

Students could compare the Hastings blog message to that of the company in the letter to shareholders. The former focuses on the leaders (and compares Hastings’ trajectory to that of Bill Gates and Jeff Bezos into board chair positions). The latter includes typical quotes from the new co-CEOs.

I expected a bit more heart from a founder, but his goal may be to downplay the move. Both messages emphasize the planned succession—as though the news is not significant at all. And maybe it’s not. The real story Netflix wants to tell is about the recent turnaround.

Image source.

Emails to "Boost Your Career"

Wall Street Journal writers suggest sending emails to someone in your inner circle, an influencer, a VIP, a long-lost contact, and someone leaving the organization. They offer good advice for students to maintain and build relationships; even as interns, thinking about reaching out regularly is a good way to develop this habit in the future. I know someone who starts his day by sending a recognition or complimentary email to someone. It’s a kind of daily gratitude.

Of course, the trouble with these emails is being genuine, offering something without expecting anything in return. The article authors suggest avoiding tired phrases, for example, “Can I pick your bring?” As we teach in our classes, they recommend getting to the main point quickly, being brief, and making a response easy, for example, asking for a 10-minute call.

Underpinning these emails is authenticity: being yourself and sounding conversational to make a genuine connection. Although the authors don’t mention it, many of these contacts can be made on social sites as well.

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Related: I asked ChatGPT, “How should I write an email?” and got this response—not bad for the basics!

There are a few key things to keep in mind when writing an email:

1. Start with a clear subject line: The subject line should clearly and concisely convey the purpose of the email.

2. Use a professional greeting: Begin your email with a formal greeting, such as "Dear [Name]," or "Hello [Name]," followed by a comma or colon.

3. Keep it concise: Keep your email brief and to the point. Use bullet points or numbered lists to make it easy to read.

4. Use a clear and concise writing style: Use simple, straightforward language and avoid using jargon or technical terms that may not be familiar to the reader.

5. Use proper formatting: Use paragraphs to break up your text and make it easier to read. Use bold or italic text to highlight important points.

6. Use a professional closing: End your email with a formal closing, such as "Sincerely," followed by your name and contact information.

7. Proofread your email: Make sure to carefully proofread your email for spelling and grammar errors before sending it.

By following these tips, you can write a clear, professional email that effectively conveys your message.

Image source.

Disney Comms About Ousted CEO

Students might enjoy comparing internal and external messages from Disney about Bob Iger’s return just 11 months after his retirement. Lagging investor confidence and profits ended the current CEO’s short tenure in the position, which the board skirts in the press release.

As we might expect, the public statement includes typical quotes from the incoming leader (Iger) and board chair. Missing are comments from the outgoing CEO, Bob Chapek, although the chair thanks him “for his service to Disney over his long career, including navigating the company through the unprecedented challenges of the pandemic.” Iger is positioned as “uniquely situated to lead the Company through this pivotal period.” Here’s Iger’s quote for the release:

“I am extremely optimistic for the future of this great company and thrilled to be asked by the Board to return as its CEO,” Mr. Iger said. “Disney and its incomparable brands and franchises hold a special place in the hearts of so many people around the globe—most especially in the hearts of our employees, whose dedication to this company and its mission is an inspiration. I am deeply honored to be asked to again lead this remarkable team, with a clear mission focused on creative excellence to inspire generations through unrivaled, bold storytelling.”

In an email to employees, below, Iger mentions “gratitude and humility” and focuses on his audience—”cast members” who have probably struggled in many ways during the past couple of years. He says nothing about Chapek, but really, what is there to say? It might just sound false.

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Dear Fellow Employees and Cast Members,

It is with an incredible sense of gratitude and humility—and, I must admit, a bit of amazement—that I write to you this evening with the news that I am returning to The Walt Disney Company as Chief Executive Officer.

When I look at the creative success of our teams across our Studios, Disney General Entertainment, ESPN and International, the rapid growth of our streaming services, the phenomenal reimagining and rebound of our Parks, the continued great work of ABC News, and so many other achievements across our businesses, I am in awe of your accomplishments and I am excited to embark with you on many new endeavors.

I know this company has asked so much of you during the past three years, and these times certainly remain quite challenging, but as you have heard me say before, I am an optimist, and if I learned one thing from my years at Disney, it is that even in the face of uncertainty—perhaps especially in the face of uncertainty—our employees and Cast Members achieve the impossible.

You will be hearing more from me and your leaders tomorrow and in the weeks ahead. In the meantime, allow me to express my deep gratitude for all that you do. Disney holds a special place in the hearts of people around the globe thanks to you, and your dedication to this company and its mission to bring joy to people through great storytelling is an inspiration to me every single day.

Bob Iger

Image source.

Handwritten Thank-You Notes

About once a year, I read an article reminding us that handwritten notes are still appreciated. The rarer they get, the more meaningful they are. One etiquette coach explains:

Handwritten notes are a differentiator. They show the person you’re thanking that you made a sincere effort to acknowledge their act of kindness or generosity.

I haven’t seen new evidence supporting these thank-you notes, but they certainly can’t hurt as long as they’re sincere. Students also shouldn’t forgo a thank-you email, for example, after an interview: an email within 24 hours of an interview is still expected, while a postal note can take a few days—perhaps after a call-back or hiring decision is made.

Experts suggest just three sentences:

• Thank the giver for the gift or act.

• Say what it means to you: how you’ll use it or how it affects you.

• Say thanks again and write something forward-looking, for example, what you’re looking forward to and how you’ll reconnect with them.

Comparing Company Statements About Kanye West

Since his anti-semitic posts and after pressure from consumers and industry leaders, companies are dropping ties with Kanye West. Here are several statements for students to compare. These messages could be considered positive or bad news, but they are all persuasive. Which demonstrate more courage and compassion?

MRC Entertainment: Company leaders wrote a personal note about their decision to stop distribution of a Kanye West documentary. They explain his flawed logic about Jewish people and call out others for being silent.

Balenciaga: The fashion company gave only a short statement to WWD: “Balenciaga has no longer any relationship nor any plans for future projects related to this artist.”

CAA: Similarly, CAA Talent Agency reportedly dropped West as a client but gave no statement.

United: This talent agency’s CEO, Jeremy Zimmer, was more vocal. In an email, he encouraged staff to boycott Kanye West.

Adidas: After much pressure, including a dropping share price and a tweet and petition from the Anti-Defamation League, Adidas finally announced an end to their partnership. The Adidas statement identified what Kanye (“Ye”) did: “[H]is recent comments and actions have been unacceptable, hateful and dangerous, and they violate the company’s values of diversity and inclusion, mutual respect and fairness.” But the rest of the statement focuses on the financial impact. Fun fact: Adi Dassler, the founder of Adidas, was a member of the Nazi party.

Gap: In as short statement, Gap announced the end of its Yeezy partnership. Posted the same day as Adidas’s announcement, the message doesn’t mention that West ended the relationship in September for breach of contract. The current decision is to stop selling products that were in the pipeline.

Surgeon General's Report Example

The U.S. surgeon general’s report, Framework for Workplace Mental Health & Well-Being, offers several discussion points for business communication students. The report itself is unusual, the first time a surgeon general has weighed in on what the media is framing as “toxic workplaces.” Coupled with over-reporting about “quiet quitting,” the report highlights problems at work.

An obvious discussion with students is about the report format and organization. It serves as a good example of a primarily text-based report, with few graphics except for the visual summary, which serves as an organizational cue throughout the 46 pages. We see some data and plenty of footnotes but no charts.

The report content—and how the U.S. surgeon general presented the findings on PBS NewsHour, for example—is worth exploring. First, of course, we want our workplaces to be more positive places. The recommendations presented are sound and perhaps obvious; in addition, as Vivek Murthy says, organizations have better outcomes when they are healthier places to work.

Second, what strikes me is the lack of accountability for organizational leaders and the challenges they face. Not once in the PBS interview does Murthy mention “leaders” or “managers”—actual people responsible for putting his recommendations in place. Murthy’s opening letter in the report is personal—about his immigrant parents—but his content summary is not. He blames the pandemic and uses impersonal subjects, for example, “organizations,” “we,” and “workplaces.” In the accompanying deck, titled “Reflection Questions,” “I” is never used, and “leaders” is used as the subject only once in the 20 questions; “we,” “workplace,” and “workers” prevail.

In the report, leaders, managers, and supervisors are called to action, sometimes in vague ways, for example, having the “opportunity” to do better. But the HR department gets no mention at all. A Wall Street Journal article summarizes, “The surgeon general’s guidance on the role of the workplace in well-being comes as many workers report work stress and difficulty concentrating.” I wonder how “workplaces” will respond.

Overreliance on Annual Performance Reviews

Before and during the pandemic, several companies stopped doing annual employee reviews, but many have brought back the practice. Reports show that slowed hiring and increased layoffs are causing more pressure for employees to perform; managers want more ways to track and document performance. Without reviews, managers could appear to have lax standards, failing to hold employees accountable for outcomes.

The annual documentation, meeting, and goal-setting are not the real problems. Managers are uncomfortable giving feedback and rely only on once-a-year conversations. Employees need to know, ongoing, how their performance measures up to expectations so they have a chance to improve. When done well, annual reviews are a summary of what employees already know about where they stand. Ongoing feedback encourages self-accountability, holding oneself accountable without relying on external approval.

A Bloomberg Businessweek article (with simplistic, nonparallel charts) offers alternatives to the annual review, which could supplement the annual meeting. The recommendations are in line with good business communication: check in regularly, encourage the employee to reflect, focus on the future instead of the past, collect multiple opinions, etc.

Patagonia Letter with Indirect Structure

Using an indirect structure, Patagonia founder Yvon Chouinard wrote an open letter to explain his decision to transfer company ownership to two trusts. One trust is controlled by the family and another, which will have 98% of the stock, is controlled by Holdfast Collective, an organization dedicated to the environment. With these entities, Yvon Chouinard maintains control of the company but donates all profits not reinvested in the company.

Chouinard’s letter illustrates a positive message and demonstrates character, particularly compassion, humility, and integrity. Although the move could be viewed as a marketing ploy, Patagonia’s leadership has a history of taking ethical stances despite the impact on profits; for example, the company has donated 1% of all sales and 100% of sales on Black Friday.

The letter does not follow typical business communication principles, particularly, putting main points up front. Chouinard starts with his personal view, explains options he considered, and then describes the new ownership arrangement. Business communication students can analyze whether this structure works, given the purpose and audience. My view is that it generally works. The letter is short and emphasizes emotional appeal rather than logical argument. If this were written to employees, they might read the beginning and worry about their future. But the audience is the public, who probably already heard the news, so the letter serves more as an explanation than an announcement.

New CEO Announcement

Foot Locker announced a new president and CEO. Mary N. Dillon, an external hire, will replace Richard A. Johnson, who is retiring after about seven years in the position.

The statement is typical for a positive-news message. First is a quote from Johnson expressing his gratitude and touting the new leader:

We are confident that Mary is the ideal person to serve as Foot Locker's next CEO and lead the Company forward. Mary has established a remarkable track record in the retail industry, and she brings an incredible mix of talent, experience and commitment to take Foot Locker to the next level.

Then, a quote from Dillon shows her enthusiasm:

I am thrilled to be joining Foot Locker, an iconic company that possesses a strong set of values and focus on the customer experience as well as tremendous growth opportunities. It is clear how Foot Locker sits at the heart of the global sport and sneaker community, and I am excited to become part of the Company's team. I look forward to working closely with Dick to ensure a smooth transition, and to partnering with the Board, leadership team and nearly 50,000 team members around the world to build on Foot Locker's strong foundation and help shape the Company's future.

Next comes a quote from the new nonexecutive board chairman, Dona Young, who had been an independent director.

The statement is a bit odd in that the title and subtitle are mismatched, and the subtitle could be misread.

Regardless, the news is good: although the company doesn’t explicitly say so, Foot Locker will be one of very few public companies that have women in both top roles. Dillon will be one of about 30 women who lead S&P 500 companies.

Amazon + iRobot Press Release

Amazon’s news release announcing the iRobot acquisition is as simple as they come. As a neutral/positive message, the news is right up front and focuses on the benefits to customers of using the Roomba product.

The statement says that the companies “have entered into a definitive merger agreement under which Amazon will acquire iRobot,” but acquisition seems more accurate than merger. The typical quotes from company leaders express enthusiasm on both sides. Then, company information sections and legal boilerplate dwarf the news.

As usual, what’s most interesting is unsaid. Roomba will help Amazon expand its Astro robot, which has had limited success. The day of the announcement, iRobot, struggling with declining sales and delayed orders, laid off 10% of the workforce. The acquisition faces anti-trust questions and privacy concerns. As the head of a consumer advocacy group said, “It's about the company gaining still more intimate details of our lives to gain unfair market advantage and sell us more stuff." Of course, all that is missing from the company statement.

TikTok Announces Security Officer Change

Following pressure from U.S. lawmakers to increase security, TikTok announced a new Global Chief Security Officer, although the company denies a connection between data concerns and the decision. The company statement is unusual in that it’s written by the outgoing officer, Roland Cloutier. It’s not until the penultimate paragraph of the statement, in a section labeled, “A Message from TikTok CEO Shou Zi Chew and ByteDance VP of Technology Dingkun Hong,” that Kim Albarella is announced as the interim head.

Cloutier will stay on in a “strategic advisory role,” and Albarella’s position is interim, but still, similar leader change announcements tend to have the main voice as the CEO or board chair with quotes from outgoing leaders. This approach could reflect TikTok’s organizational structure—being owned by ByteDance, a Chinese multinational company, which is causing particular alarm about data security.

The announcement is a public post from an internal message to employees, in which case, having Cloutier author the statement may make sense. Still, we read very little about Albarella, and I wonder why that is. Overall, the message focuses much more on past accomplishments than future plans, and Cloutier writes nothing about her at all.

Image source.

Airbnb Announces Party Ban

Airbnb’s message banning parties could be considered good news or bad, depending on your perspective. The company’s decision follows a temporary ban during the pandemic, when public gathering spots shut down and parties in rental homes increased. At the time, the rationale was to prevent COVID-19 spread and to reduce the negative impact on neighborhood, a common complaint about Airbnb even before the pandemic.

The decision is easier now—a continuation of the ban rather than a new announcement. As the company wrote in the statement, “It’s been working.” The rationale is clear, and the message is well organized with “Key Takeaways” at the beginning and message titles as headings. Points address concerns of three likely audiences: hosts, neighbors, and guests.

Whether you consider the news good or bad, the statement is an example of a persuasive message. The goal is to stop parties and to win favor of neighbors and municipalities frustrated with noise and other negative effects of short-term rentals, for example, diminished housing inventory and higher home prices. In this regard, the company is demonstrating accountability, although, of course, some would like Airbnb to do more.

BBB's Balanced Executive Change Announcement

On the day that Bed Bath & Beyond posted dismal first-quarter results, the company announced two leadership departures. Like most of these types of news releases, the statement includes quotes from the board chair complimenting the outgoing leaders.

But in this case, the statement starts with a clear acknowledgment of issues and plans to change:

“Bed Bath & Beyond Inc. (NASDAQ: BBBY) today announced significant changes to the Company's senior leadership to focus on reversing recent results, addressing supply chain and inventory, and strengthening its balance sheet. Sue Gove, an Independent Director on the Company's Board of Directors and Chair of the Board's Strategy Committee, has been named Interim Chief Executive Officer, replacing Mark Tritton, who has left his role as President and Chief Executive Officer and as a member of the Board.”

Interim CEO Sue Gove also reinforced the company’s turnaround strategy: "We must deliver improved results. Our shareholders, Associates, customers, and partners all expect more.”

The quote highlighting Tritton’s accomplishments, and those of the merchandising VP, who is also leaving, comes later, under the heading, “Executive Changes.”

Comparing Bed Bath’s statement to similar messages, organization and accountability are probably the most obvious differences. The message sequencing illustrates the company’s primary purpose of reassuring shareholders—prioritizing financial performance over outgoing leader relationships. Although this strategy is sound, the stock fell 20.6% so far today to 5.18, a dramatic fall from its 2013 high of more than 80.

Companies Navigate Comms After Roe v. Wade

After the U.S. Supreme Court decision to overturn Roe v. Wade, women’s constitutional right to have an abortion, companies are faced with thorny decisions about whether and how to communicate. Leaders have become more vocal on social issues, for example, gay marriage and Black Lives Matter, but this situation may be more complicated.

Several companies have expanded their health care coverage to include travel for medical procedures, but they avoid the word “abortion.” For example, Disney sent an email to staff:

“We have processes in place so that an employee who may be unable to access care in one location has affordable coverage for receiving similar levels of care in another location,” including, “family planning (including pregnancy-related decisions).”

Other companies were more direct. Back in April, after the Texas ruling that limited abortions, Yelp’s chief diversity officer said, “We want to be able to recruit and retain employees wherever they might be living,” She raised the issue of equity—access for employees who may not have the funds to travel. She also said, “The ability to control your reproductive health, and whether or when you want to extend your family, is absolutely fundamental to being able to be successful in the workplace,”

Starbucks, facing unionization efforts and staffing issues, sent three letters to partners during the past few months and posted them publicly. Each uses the word “abortion” and acknowledges different views on the subject and that some may feel “disheartened or in shock.”

How companies approach these communications reflects their business, employee base, location, and culture. We might expect Starbucks, whose founder and current interim CEO Howard Schultz has consistently been vocal on controversial issues. Starbucks leaders demonstrated courage, vulnerability, compassion, and integrity—standing up for what they believe is right, despite strong feelings on the other side.

Musk's Meeting with Twitter Employees

A summary of Elon Musk’s meeting with Twitter staff gives us a window into a typical “all-hands meeting.” Employees who ask questions demonstrate courage—and humility.

Of course, in this case, employees are most concerned about their jobs if/when Musk’s acquisition of the company is final. A Wall Street Journal article describes his stance:

Regarding layoffs, Mr. Musk said anyone who is a significant contributor shouldn’t have anything to worry about, according to people who viewed the meeting. “Right now, costs exceed revenue,” he said, according to the people. “That’s not a great situation.”

Likewise, this isn’t a great response for worried staff. How do they know whether they are “a significant contributor”? Doesn’t everyone believe that they are? As one person tweeted, “still not sure if I need to start packing my bags.” The company might lose good people in the meantime—people who don’t want to stick around to see what happens.

As expected, Musk was asked how he views freedom of speech. Musk distinguished between freedom of speech and “freedom of reach,” giving the example of “walk[ing] into the middle of Times Square and deny[ing] the Holocaust" but not allowing that to be promoted. "So I think people should be allowed to say pretty outrageous things that are within the bounds of the law, but then that doesn’t get amplified. It doesn’t get, you know, a ton of reach."

A lot of uncertainty remains for Twitter employees. It’s difficult to know how sincere the meeting was. As this employee cartoon suggests, employees expected that the meeting, although billed as confidential, would be leaked. Still, the format was probably useful for employees to hear directly from Musk, which is the point of these meetings, whether in person or virtual.

Comms About Disney Leadership Changes

When companies announce leadership changes, they typically include quotes from outgoing executives, but a Disney press release mentions the head of TV only in passing. The focus of the release is on Dana Walden’s promotion to Chairman of Disney General Entertainment Content. The 817-word statement mentions Tim Rice near the end of the first paragraph:

She will have oversight of ABC Entertainment, ABC News, Disney Branded Television, Disney Television Studios, Freeform, FX, Hulu Originals, National Geographic Content, and Onyx Collective. Walden previously served as Chairman, Entertainment, Walt Disney Television and succeeds Peter Rice, who is leaving the Company. Her appointment is effective immediately, and she will report directly to Chapek.

News reports explains that Rice was fired for differences over creative decisions, compensation, etc. The company statement could have acknowledged a bit more and demonstrated integrity and accountability for the decision; otherwise, the press carries the message.

In Walden’s email to employees, she mentions Rice in the 14th of 16 paragraphs:

In reflecting on my own professional journey, I am very fortunate to have worked alongside Peter Rice for a long time. We have been friends for almost three decades and he was my boss for eight years. He is a gifted executive, and I learned a lot from him. I know you all join me in wishing him the best in whatever he chooses to do next.

Of course, this is the right thing to do—and important for employees who may have loyalties to Rice. I respect that she didn’t sugarcoat his departure (and at least Disney isn’t claiming the weasley “mutual agreement” reason for leaving).

As always, leaders communicate by what they say and what they omit. This situation also illustrates a question for business communication students: is this bad news, good news, or a persuasive message? I would argue that it’s all three, depending on your perspective.

FDA Communications About Baby Formula

In the midst of the baby formula shortage, the U.S. Food and Drug Administration has compiled resources for companies and parents.

A website provides “information about additional products headed to the U.S.” I find the language rather jargony and apparently targeted to companies seeking “enforcement discretion,” a technical term. The audience doesn’t seem to be parents.

A statement about the organization’s work sounds defensive and, again, not audience focused:

“We have made tremendous progress, including notable steps in just the past week, which will allow us to immediately begin bringing specialty and infant formula products into the U.S. as quickly as possible,” said FDA Commissioner Robert M. Califf, M.D. “We continue to work closely with our U.S. government partners and domestic and international manufacturers to identify additional formula product that will be available to parents and caregivers in the weeks and months ahead. It is our goal to ensure that hospitals, specialty pharmacies, and retail store shelves will begin seeing adequate supplies again in the coming weeks.”

The following paragraph is a good one for business students to revise. If this were intended for worried parents, how could the segment be more reassuring? What is most important to parents? (Hint: When will products be available?)

On Tuesday, the FDA announced that it informed Kendal Nutricare that the agency is exercising enforcement discretion for the importation of certain infant formula under the Kendamil brand. Under the agency’s recent increased flexibilities regarding importation of certain infant formula products, the company initially estimates that about 2 million cans of infant formula (over 50 million full-size, 8-ounce bottles) are expected to land on U.S. store shelves beginning in June. Kendal Nutricare also currently has over 40,000 cans in stock for immediate dispatch. The FDA also announced that it is not objecting to the release of about 300,000 cans of EleCare amino acid-based infant formula previously produced at Abbott Nutrition’s Sturgis, Michigan, facility to individuals needing urgent, life-sustaining supplies of this specialty formula on a case-by-case basis. These products will undergo enhanced microbiological testing before release.