You talk about a pay-for-performance model of public relations in "The Urge to Unbundle" (February). I've tried that approach with clients, and I know the hazards. What happens is that clients emphasize tactics over strategy, and they have a tendency to misrepresent the work, which is about a lot more than placements. The unbundling idea can work in PR, though. I've found that clients are motivated to try public relations with an a la carte menu of services that includes traditional retainer, as well as project and hourly rates. The advantage: The client pays for what best suits his or her needs.
Wendy Marx
Trumbull, Connecticut
I'm not surprised at the failure of American companies to respond positively and aggressively to George Stalk's theories of competition ("The 10 Lives of George Stalk," February). Americans can design the guts of manufacturing to create more productivity, but the desire to kill the competition -- whenever, wherever, however -- must be the motivating force. Unfortunately, most CEOs (and their boards) just can't stand the heat.
Barry Dennis
Columbia, Maryland
A reference to terabits in the Fast 50 (March) entry on Tom Buxton should have been terabytes.
In "The Business of Design" (April), we incorrectly referred to the Rotman School of Management as the Rotman School of Business.
"Consultant, Heal Thyself" (April) inaccurately described Katzenbach Partners LLC's work for its client Aetna. Katzenbach did not advise Aetna on the spin-off of its property and casualty business.
Send us an email Submission of a letter constitutes permission to publish it in any form or medium. Letters may be edited for reasons of space and clarity.
Join the Company of Friends The Fast Company readers' network has thousands of members in 200 chapters around the world.
Email
Digg
StumbleUpon
Facebook
Buzz Up!
LinkedIn
