1. In a narrative format, summarize the key facts and issues of the case.

The key facts of this case include Imus’ performance and history as a 28-year veteran shock-jock, his employment by CBS and MSNBC, his controversial and off-color comments against a girl’s basketball team, and CBS’ response to the matter. The issues include the remarks made by Imus’, was the response by CBS timely and appropriate and what could have been improved upon in preparation and execution of their crisis management approach. Also, was CBS strategic in their execution of their damage control? Should Imus have continually remained in the media empathetically apologizing then saying he had apologized enough?

2. Update the information in the case by researching it on the Internet. Focus your response on the specific issues in the case.
The case study provided by the text provides limited information in the summary. Although it includes the incident, a little history of Imus and CBS’ response, it is vague as to how the matter became so public and why CBS would severe a $40 million contract with one of the nation’s most revenue-producing jock (Press, 2007).

Further research reveals the history of Imus’ profession as a highly sought after shock jock, the efforts behind his firing, CBS’ reaction, responses and their inadvertent handling of the matter. The employment contract was extended to Imus by CBS in 2006 because he was a shock-jock of the nation and because his controversy and provocative-nature to his followers sells ads and sponsorships (Milton, 2007). At the time the story broke on Imus, he was generating about $15 million in annual revenue for CBS (Press, 2007).
Imus remained in the spotlight by repeatedly apologizing; publicizing an attempt to meet with Rutgers all the while he was suspended. He continued to take interviews and would comment on how he had apologized enough (unknown, 2007).

The fact that so many people, even those most unfamiliar with Imus, were commenting publically as to how offensive Imus’ remarks were was most interesting. Provocative comments are made all the time by jocks like Rush Limbaugh, Howard Stern, Sean Hannity, Glenn Beck and Roy D. Mercer. Why would Imus’ comment be known by so many at this time? We later learn that a group called Media Matters sent the clip of Imus by mass email to hundreds of people including Al Sharpton. Once Al Sharpton learned of the incident, he and Jesse Jackson saturated the media with all the attention on CBS requesting that the organization call for Imus’ resignation. Sharpton went as far as hold a meeting with Rutgers and CBS executives. Hours later Imus’ was fired (Press, 2007).

Milton, P. (2007, August 14). Imus Settles With CBS. Retrieved July 20, 2011, from USA Today: http://www.usatoday.com/money/economy/2007-08-14-3687914970_x.htm

Press, A. (2007, April 16). MSNBC. Retrieved July 24, 2011, from MSNBC: http://www.msnbc.msn.com/id/18136056/ns/us_news-giving/t/imus-charity-rough-ride-experts-say/unknown. (2007, April 15). PR Crisis Management: The Si x-Step Starve the Media Beast Method. Retrieved 24 July, 2011, from Enterpirse Web : http://www.enterpriseweb2.com/?p=227
(2010). In J. A. William "Rick" Crandall, Crisis Management in the New Strategy Landscape (pp. Pages 63-170). Thousand Oaks: Sage Publications. 1. Given the history of controversial remarks by Mr. Imus, should management have been prepared for a potential crisis? Why or why not?

Yes. Management, no matter how great the risk or potential exposure, should be prepared for a crisis. Management had to know the types of ramifications that were imminent in adding a controversial jock to their lineup. He is known and successful for his antics. Instead the networks used him for his talents and jock-style, then threw him out because of his gift of aggressive and challenging gab and jock-style.

Given the nature of this industry and the revenue generated, there should have been in place to secure the interest of the internal and external stakeholders. The amount of sponsorship contributions made and the value of Imus’ contract required active management of the external stakeholders. Instead, it was as though CBS suspended him and waited quietly for public reaction; unsure of what everyone would do or say.

Moreover, there was no leadership immediately after the story broke. Imus was their greatest internal stakeholder in this scenario and he was suspended with no guidance. He met with press and appeared on talk shows. Without any company representative, Imus tried to reason with the two most noted PR shakers in the business; Sharpton and Jackson. This reasoning stirred the crowd even more and gave Sharpton and Jackson more volume for which to callout the network (unknown, 2007).

In their plan for potential crisis, there should have been a scan of their environment and an assessment of the uncertainty and the ‘outside forces’ that could infiltrate this ever-changing industry (William "Rick" Crandall, 2010) (unknown, 2007).

unknown. (2007, April 15). PR Crisis Management: The Six-Step Starve the Media Beast Method. Retrieved 24 July, 2011, from Enterpirse Web : http://www.enterpriseweb2.com/?p=227
(2010). In J. A. William "Rick" Crandall, Crisis Management in the New Strategy Landscape (pp. Pages 63-170). Thousand Oaks: Sage Publications. 2. Within many industries, such as radio, television, and other entertainment venues, there is always potential for an on-air broadcaster to make an offensive comment, whether intentionally or unintentionally. How can the strategic planning process help these organizations plan and prepare for these potential on-air crises?

The management team must have a strategic mindset of awareness for the implementation of any plan to be effective. Looking at the internal and external analysis would help them know how to better prepare for potential damage to revenue, at what point layoffs would be necessary, if cancellations of specific shows would be in order, any potential replacements and to know the audience most likely to be affected. Having an analysis and knowing how vulnerable they are in such an unpredictable industry enables them to be more strategic and organized when something like the Imus issue occurs (unknown, 2007).