Crisis management
30% of companies have to deal with rumours and hate online. One in four organisations must defend its good name because of a product defect. One in five struggles with a crisis caused by a conflict with a business partner. And you -
What colour is your PR?
Crisis September
As summer drew to a close, the media were flooded with reports that Johnson & Johnson had allegedly used deceptive marketing by failing to provide full information about a product. Shortly afterwards, the internet was abuzz again - through the actions of a hacker, some contracts concluded between the affiliate networks GetHero and Gamellon and influencers leaked online. That, however, is not the end of it. Almost at the same time, the media reported that the American giant Google was accused of collecting children's personal data through its YouTube portal without their parents' consent.
The situations that took place in early September confirm that a crisis can happen to any company. Crisis management based on anticipation is the key to surviving such a situation - explains Bartosz Zieliński, Managing Director at the PR agency Commplace. In many cases it is mainly the company's response that will be the key factor affecting the organisation's later reputation. Crisis PR is not a magic phrase. It is a term that is growing in popularity among owners and managers - adds the expert from Commplace.
"Houston, we have a problem": crisis management
A crisis strikes suddenly. Even if a company has so far enjoyed an impeccable reputation, it is worth staying on guard, as its consequences can severely damage its condition. As the "Report on Crisis Management in Polish Enterprises" shows, one in four Polish companies experienced a drop in sales, revenue or stock exchange listings in the event of a crisis. In one in seven organisations, the crisis led to legal proceedings. In one in fourteen, to forced redundancies. Properly planned crisis management can reduce losses. There are several "flashpoints" that can, however, inflame a conflict:
- the company's failure to comment on the situation,
- reacting too late,
- evading responsibility,
- concealing important information.
What tools can support crisis PR?
- an anti-crisis action manual containing information on the procedures implemented during a crisis,
- a hierarchy of threats with the probability of their occurrence,
- a set of questions and answers on the source of the crisis and the planned remedial steps,
- a communication strategy for the media and other stakeholders,
- an information and guidance package for employees setting out what steps they should take in the situation, how they can help and how the crisis will affect their duties or professional position.
An appropriate team should also be assembled, comprising a PR specialist, subject-matter experts, legal advisers and a person who will contact the media on the company's behalf.
Finally - can the question "What colour is your PR?" really be answered?
A company's PR cannot be reduced to a binary system. It therefore cannot be black or white. It is a whole range of colours. Their shades depend only on efficient management and preparation for the crises that, in the 21st century, can arise in any company. Regardless of its size or industry - concludes Zieliński of Commplace.
Key terms from the article
PR — Public Relations. Activities that build an organisation's reputation and its relationships with its environment: the media, customers, employees, partners and communities. PR covers press releases, media relations, crisis management, events and brand narrative.
Why it matters: It builds what no advertisement can buy: credibility in someone else's voice. An editorial publication and a well-handled crisis weigh more than a campaign — because it is a third party speaking, not the brand about itself.
When it is used: Continuously: media relations, press releases, interviews, events; especially during a crisis and during changes at the company.
What happens if it is neglected: Without media relations, a company speaks only through paid channels, and in a crisis it is left without spokespeople and without trust.
