WRITING,

PUBLIC RELATIONS,

MARKETING &

ADVERTISING

WITH

IMPACT!

 



MARK ZIEGLER

ENTERTAINMENT


Acting, screenwriting
and voice-over
 


WRITING SAMPLES


Plenty of samples from
Weyerhaeuser, Holland
America, Boeing and many
other clients and employers.


CREDENTIALS



Journalistic training at the University of Missouri and
two decades of work for companies like Boeing.


TESTIMONIALS

Lots of nice comments
from employers, clients,
co-workers and readers
over the years.


SERVICES


News and feature articles,
press releases, marketing
and advertising copy,
strategic plans ... and more.

 

NEWS STORIES

Each story has been adapted from print to digital format for easier viewing.
Just click on a picture below to read that story.

______________________________________________________________________________________________ 

 

      

    
               New jet 'comes to life'


                 After years of work, employees and family at
                   Seattle's Boeing Field watch proudly as the
                   737-300, the newest member of the Boeing
                   family, takes to the air for the first time.
 

 

 


Suppliers embody excellence:

Teijin Seiki, E-Systems go the extra mile

    They're more interested in getting the job done than in assigning blame. Learn
    more about how two Boeing suppliers overcome obstacles and help the airplane
    company meet its manufacturing goals.
 

 

 



Holland America Line:

Ageless art graces the Noordam

   
                           Sure, the food will be fantastic, the scenery sublime. But
                           what will the inside of the new ms Noordam look like? Get
                           the inside scoop about all the furniture and decorations,
                           including the stunning mix of notable artifacts and
                           modernistic art. Bon Voyage!

 

 


Back to work:

Hayward iLevel employees won't
let a 'recordable' get them down

 
       They were about to achieve a huge safety goal. And then a fluke accident
       nixed their impending celebration. Instead of moping, workers at Weyerhaeuser's
       Hayward, Calif., iLevel plant rededicated themselves to ensuring a safe workplace
       for all.
 

 

 


Spellbound

No need to Bee prepared

                       Heck, who needs to study. This participant in
                       the Boeing Spell Off kept reminding himself to
                       practice, then never did. But he still won. Now,
                       he and two others will represent the company at 
                       the Seattle Times Corporate Bee for Literacy.

 

 



Columbia Missourian


Local teacher finds new way to
display painting in London


                         She's not a Monet or Van Gogh -- yet. But her work is still in
                         a great museum. Find out how a local artist accomplished this
                         unusual feat, and how she continues to develop her craft.

 

 

 


Boeing CEO speaks out


                    The airplane manufacturer is undergoing a number of
                  transitions that will define the long-term success
                  of the company, Phil Condit told the Everett
                  chapter of the Boeing Management Association. The
                  event, also sponsored by the Boeing Center for
                  Leadership & Learning, was broadcast live to 25 
                  sites around the company as well as Australia.
 

 

 


Monsanto Science Fair demonstrations
present marvels of chemistry

                  There were scientific spectacles aplenty at the
                  recent fair. Youngsters were abuzz as bananas drove
                  nails into wood, racquetballs shattered against
                  walls, and fluids magically changed colors. Find
                  out how Monsanto seeks to interest our next
                  generation in the fascinating field of chemistry.
 

 

 


Sales of private brands up


High quality, lower prices


                   The quality is comparable and the price is right.
                   That's what customers are discovering, and what
                   company executives already know, about the Pay 'n
                   Save Corporation's varied private brand items.
                   They're becoming big business for more and more
                   companies today.

 

 

    

Boeing News
1998

(
An accompanying story -- about Stonecipher's speech -- was done
by another reporter. It does not appear here.)

By Mark Ziegler


B
oeing is going through a fundamental transition that will determine the long-term viability of the company, Phil Condit, chairman and chief executive officer, told an international audience last week.

"I believe that every industry goes through very fundamental transitions," Condit said. "It is, in fact, those big external forces that change an industry and therefore cause companies to either change or get left behind."

Deregulation of the U.S. airline industry, with an accompanying reduction in fares, and the end of the Cold War, with an accompanying reduction in defense budgets, were two such major events impacting the industry, Condit noted.

For aerospace, Condit said, the first 75 years were defined by a constant push for performance, all in the effort to make planes go "higher, faster, farther."

In the future, the aerospace and defense industries will be defined by a push for value, he said.

"The aerospace industry is going to change to a value-driven industry," he said. "And that changes everything we do. It changes the way we design and build our products."

Engineers, he said, now need cost data just as much as they've needed weight data in the past.

And the company's financial, bill of materials, and parts ordering systems -- as well as the fundamental corporate culture -- must be changed to focus on value for customers.

"All of those things are in the plan we have in front of us," Condit said. "I believe we are embarked on an amazing journey."

"We have the right products," he said. "I think we are strategically positioned right where we want to be. We have the right people, we have the talent and the capability to do this. And we have the right plan. All we've got to do is execute the plan."

Doing so, he admitted, "is a huge task."

Later in response to questions from the audience, Condit offered various insights.

On how to restore confidence in leadership considering lagging production capability:

"The way you restore confidence -- we perform."

"Nothing does it like performance. We start delivering airplanes on time, that confidence comes back pretty fast."

On what happens if the transition to DCAC/MRM fails:

"There is no plan if DCAC/MRM fails. It can't."

Noting that 10 of the 11 biggest companies in the U.S. at the turn of the century -- all except General Electric -- no longer exist, Condit said, "Changing something as fundamental as the way you define and control your airplane configuration is traumatic in a company like this. But, I'm convinced that if we do it, we'll still be around in 20 years."

Condit said he's seeing progress.

"The first implementations of MRM were pretty darn rough, and we learned a whole bunch of lessons."

"The later ones got better."

"The last implementations, the lights didn't go out."

On Airbus' move, starting next year, from a nonstructural entity made up of a cooperative venture to a single corporate entity:

"I think it's probably a three-year process to bring it together, and it's not going to be easy. I think it gives us some real opportunities. While they are doing that, if we're moving ahead, we get to take advantage of that time."

On whether an I.A.M. strike can be avoided in 1999:

"I think so. It is not going to be easy. We're putting a lot of energy into it right now, pre-negotiations. I had a meeting with Tom Buffenbarger, the head of the International (International president of the International Association of Machinists and Aerospace Workers), last week. Both of us are dedicated to trying to get through 1999 without a strike."

"But, obviously, there are going to be a lot of issues. We're going to try to get ahead of it, get as much done up front, and not wait until we're into the negotiations."

On employee morale issues related to the merging of benefits packages:

"What we would like is a benefit package -- common across the company -- that allows the opportunity for people to move around."

"Overall, we have a very good benefit package. It is better than market."

On whether the outlook for ShareValue Trust in ominous:

"Well, it's not ominous, but it isn't exactly rosy."

"My guess is that we won't be up very much on this cycle, but we have a real shot over the next two years to do pretty darn well.

"It's up to us to go get it."