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"Penelitian ini bertujuan untuk meneliti strategi kampanye Public Relations #NgemilBijak dalam upaya meningkatkan citra Mondelez. Dalam melihat fokus tersebut, analisis ini akan menggunakan strategi PR yang dikemukakan oleh Harwood Childs (2014) dan strategi PENCILS yang dikemukakan oleh Thomas L. Harris & Whalen (2006). Metode penelitian yang digunakan dalam studi ini adalah studi literatur dan analisis konten kampanye #NgemilBijak dari tahun 2019-2023 di platform media online dan media sosial. Berdasarkan temuan dari hasil studi ini didapatkan bahwa strategi kampanye yang digunakan oleh Mondelez adalah publicity, event, news, community involvement, dan inform or image. Selain itu, kegiatan kampanye #NgemilBijak meningkatkan citra yang positif bagi Mondelez. Meski demikian, pelaksanaan kampanye #NgemilBijak masih terdapat kekurangan karena dalam penggunaan media kampanye, Mondelez Indonesia tidak menggunakan akun media sosial milik Mondelez Indonesia sendiri, melainkan menggunakan akun media sosial dari komunitas atau media lainnya untuk mempublikasikan kegiatan kampanye #NgemilBijak.

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This research aims to examine the #NgemilBijak Public Relations campaign strategy in an effort to improve Mondelez's image. In looking at this focus, this analysis will use the PR strategy proposed by Harwood Childs (2014) and the PENCILS strategy proposed by Thomas L. Harris & Whalen (2006). The research method used in this study is a literature study and content analysis of the #NgemilBijak campaign from 2019-2023 on online media platforms and social media. Based on the findings of this study, it is found that the campaign strategies used by Mondelez are publicity, events, news, community involvement, and inform or image. In addition, the #NgemilBijak campaign activities increased a positive image for Mondelez. However, the implementation of the #NgemilBijak campaign still has shortcomings because in using campaign media, Mondelez Indonesia does not use Mondelez Indonesia's own social media accounts, but uses social media accounts from communities or other media to publicize #NgemilBijak campaign activities."

"Konsep tanggung jawab sosial korporat melahirkan tantangan bagi para praktisi Public Relations (PR). Melalui konsep ini citra atau reputasi organisasi harus diikhtiarkan agar tetap terjaga. Melalui kegiatan community relations (CR), organisasi bisnis dituntut untuk memainkan peran dalam mengatasi permasalahan sosial yang dialami satu komunitas. CR menjadi efektif apabila manajemen PR efektif dan dimulai dari kesadaran publik internal.Penelitian dari International Association of Business Communicators (IABC) berhasil membangun teori yang diperlukan bagi efektivitas Public Relations dalam menerima fungsi dan perannya. Karena itulah panting mengetahui apakah departemen PR di organisasi telah memiliki karakteristik PR efektif, khususnya ketika menjalankan CR, seperti yang dilakukan oleh FT. Medco E&P Indonesia (Medco E&P).Penelitian mengenai bagaimana manajemen PR dalam menjalankan fungsi dan peran intemalnya pada CR agar efektif dan sukses berfokus pada tiga tingkatan, yaitu: organisasional, fungsional, dan program. Peneliti meggunakan metode penelitian kualitatif dan mewawancaral 22 orang responden terdiri dari: tiga orang Manajemen senior, tiga orang pensiunan, delapan orang Manajemen menengah, satu orang dari Human Resources, empat orang staf dari unit PR sebagai operasional dan tiga orang pekerja kontrak yang berasal dari penduduk lokal sekitar wilayah operasi. Penelitian ini mengevaluasi dua program utama PR yakni; publikasi ing-griya dan pengembangan masyarakat (community development/CD).Hasil penelitian menyimpulkan bahwa praktek PR di Medco E&P mempunyai potensi balk bagi efektivitas CR karena Departemen PR memiliki akses pada subsistem manajerial, menerapkan model dua-arah asimetrikal dan mendapat dukungan Manajemen. Namun pada ciri-ciri lain, yaltu: manajemen strategis, proses perencanaan strategis dan departemen PR masih cenderung lemah. Karena itu penefiti merekomendasikan agar Medco E&P melakukan perbaikan pada praktek PR-nya dengan: melibatkan PR sebagai bagian manajemen strategis, melakukan proses perencanaan strategis pada program CR, selalu melibatkan dialog dengan publik intemainya dan meningkatkan kemampuan internal PR-nya dengan meningkatkan riset dan melakukan audit pada semua programnya. Selain kemampuan dan niat dalam komunikasi sikap dan perilaku dalam melaksanakan kegiatan yang menunjukkan adaptasi dengan lingkungan adalah implikasi akademis dari penelitian ini.

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Corporate Social Responsibility concept bear challenge to all practitioner of Public Relations (PR). Through this concept, organizational reputation or image has to be devised so that be remained. Through activity of Community Relations (CR), organizational of business claimed to play role in overcoming problems of natural social one community. CR effective if manage of PR effective, and started from awareness of internal public.

Research of International Association Business Communicators (IABC) conduct needed theory to effectiveness of Public Relations in accepting its function and role. Therefore, it's important to asses do PR department in organization have owned characteristic of PR effective, specially when running CR, as have done PT. Medco E&P Indonesia (Medco E&P).

Research about management of PR in running-internal role and function of CR to be successful and effective focus at three level, that is: organizational, functional, and program. Researcher uses qualitative research method and hold an interview with 22 responder people consist of: three senior Management people, three retired people, eight middle Management people, one people of Human Resources, four staff people of unit of PR as operational and three people worker of contract coming from local resident around operation region. This research evaluate two especial program of PR namely; publication of ing-griya and community development (CD).

Result of research conclude that practice of PR in Medco E&P have potency for CR effectiveness because Department of PR have an access at managerial subsystem, applying model of two-way asymmetrical and has Management's support. But for other characteristic, that is: strategic management, strategic plan process and department of PR still tend to weaken. In consequence researcher recommend Medco E&P to improve practice of PR by: entangling PR as a part of strategic management, posses strategic plan process at CR programs, dialogue with internal public and improve internal ability of its PR by improving research and audit of at all of its program. This research has an academic implication that practitioners are not only claimed to have ability of communications but also attitude, behavior and supporting activity conduct its function as adaptive subsystem in developing CR."

"Managers of multinational organizations are struggling to win the strategic competition for the hearts and minds of external stakeholders. These stakeholders differ fundamentally in their worldview, their understanding of the market economy and their aspirations and fears for the future. Their collective opinions of managers and corporations will shape the competitive landscape of the global economy and have serious consequences for businesses that fail to meet their expectations. This book argues that the strategic management of relationships with external stakeholders i.e. Corporate Diplomacy, is not just canny PR, but creates real and lasting business value. Using a mix of examples, practically relevant tools and considered perspectives, the book hones in on a fundamental challenge that managers of multinational corporations face as they strive to compete in the 21st century. As falling communication costs shrink the distance between external stakeholders, shareholder value is increasingly created and protected through a strategic integration of the external-stakeholder-facing functions. These include government affairs, stakeholder relations, sustainability, enterprise risk management, community relations and corporate communications. Through such integration, the place where business, politics and society intersect need not be a source of nasty surprises or unexpected expenses. Most of the firms profiled in the book are now at the frontier of corporate diplomacy but they did not start there. Initially, they experienced delays or disruptions to their operations, higher costs, angry customers, or thwarted attempts at expansion. Eventually, the managers of these companies developed smarter strategies for stakeholder engagement. They became corporate diplomats. This book draws on their experiences to take the reader to the forefront of stakeholder engagement and to highlight the six elements of Corporate Diplomacy."

"Managers of multinational organizations are struggling to win the strategic competition for the hearts and minds of external stakeholders. These stakeholders differ fundamentally in their worldview, their understanding of the market economy and their aspirations and fears for the future. Their collective opinions of managers and corporations will shape the competitive landscape of the global economy and have serious consequences for businesses that fail to meet their expectations. This book argues that the strategic management of relationships with external stakeholders i.e. Corporate Diplomacy, is not just canny PR, but creates real and lasting business value. Using a mix of examples, practically relevant tools and considered perspectives, the book hones in on a fundamental challenge that managers of multinational corporations face as they strive to compete in the 21st century. As falling communication costs shrink the distance between external stakeholders, shareholder value is increasingly created and protected through a strategic integration of the external-stakeholder-facing functions. These include government affairs, stakeholder relations, sustainability, enterprise risk management, community relations and corporate communications. Through such integration, the place where business, politics and society intersect need not be a source of nasty surprises or unexpected expenses. Most of the firms profiled in the book are now at the frontier of corporate diplomacy but they did not start there. Initially, they experienced delays or disruptions to their operations, higher costs, angry customers, or thwarted attempts at expansion. Eventually, the managers of these companies developed smarter strategies for stakeholder engagement. They became corporate diplomats. This book draws on their experiences to take the reader to the forefront of stakeholder engagement and to highlight the six elements of Corporate Diplomacy."