How can you turn a crisis into a PR opportunity?

See, what i believe that crisis is definitely a great opportunity for PR because at the time of crisis your brand will already be in focus to the first step you do not need to perform, you just need to take care of the communication part which will play the major role, a strategic positive communication with proper planning to your target audience will give you an immense response because at that time your branding and promotion is not needed. Just the proper communication with a clear and concise message with which your target audience can relate themselves. Along with that, you do not need to worry about the medium as you will be on every medium, just communication is important with basis and fundamentals. Its is actually a great oppor.

At times of crisis, it's important to 'respond' rather than 'react'. Assessing the entire situation in a third person point of view to avoid bias in decision making aids in the process.

In any crisis, if you panic and take decisions without proper assessment of the situation, you are most likely going to fail. Impact and situation assessment provide us the opportunity to look beyond and devise a plan that could turn the crisis in our favour.

Every crisis comes with an opportunity. It has already started a conversation — it must have already caught the target audience's attention. Now, it is time to build authenticity and accuracy by playing the cards right. Assess the gravity of the situation before taking the first step. Now, figure out the positive aspects of the negative conversation and start building a parallel conversation around it, using exactly the same platforms where the negative discussions are taking place. During this phase, there is a high chance of getting better and more engagement on the topics that have a high share of voice. Brand recall is already high, and PR should be applied to turn the needle to the benefit of your brand or product.

"In Gefahr und h?chster Not, bringt der Mittelweg den Tod"* - Kein Herumdrucksen, kein Schleimen, kein Besch?nigen: Sagen, was passiert ist. Glaubwürdig, weil ehrlich; überzeugend, weil wahr; und in einfachen Worten; den Floskeln glaubt sowie so keiner mehr. Dann kann man natürlich noch einmal auf all die Vorzüge von Produkten, Services etc. hinweisen. W?hrend man die Verantwortung übernimmt, kann auf die hohe Kompetenz von Mitarbeitern, Kollegen, abgehoben werden, etc. - Und wenn man dann zum Dialog aufruft, melden sich ein paar, die Ihren Zorn loswerden wollen, eine gute Gelegenheit Haltung zu zeigen - und all diejenigen, die Verst?ndnis haben und unsere überzeugende Gundhaltung loben. * (Filmtitel von Alexander Kluge, 1974).

See, if you are familiar with the actual issue then you must take care of the exact and transparent message. At this era, people do not want to listen lots of things about any issue they just want to hear short, crisp and proper to the point communication.

Honest, transparent communication opens a window of trust with the stakeholders and the audience. If you are true and genuine, people will believe you. And if any apology is needed, be extra sure that your choice of words doesn't make it a conditional apology. "We are sorry, we messed up" is a much truthful and better thing to say as compared to "We apologise if we hurt any sentiments, this was not our intention". Don't give yourself a clean-chit

E treine constantemente seus porta-vozes. Os representantes das empresas precisam ter a capacidade de n?o apenas serem honestos, mas também de parecerem honestos.

The way your company addresses the crisis internally and externally will tell your clients, employees, and the public what kind of leader, and thus company you are. Sharing as much as you possibly can - how it happened, why it happened, what you are doing to solve it, what you've learned as a result, what you will change moving forward, commitment to do so, and documents and accountability to support the messaging along with consistent execution, follow up and results will show the community and your industry you are serious in solving the problem, committed to do so, and willing to communicate in a transparent effort along the way.

Una máxima de la comunicación en momentos de crisis es NUNCA MENTIR. No existe mentira que se quede escondida por siempre. Es más fácil recuperar la reputación corrigiendo un error aceptado por la organización que tratar de recomponerse luego de una mentira que sale a la luz.

You often see an individual’s or a company’s true colors when they are under pressure/ when something goes wrong. Nobody wants to deal with a crisis but if you can do the right thing while demonstrating your transparency and commitment to your employees, your customers you might come out on top. I’d rather support a company that admitted and fixed an issue than one that only dealt with a problem when they were publicly outed or forced to.

I remember a brand once recalling a whole line of products following a bad PR about the quality. The brand apologised and then came out with a series of videos that highlighted how it was taking steps to ensure that quality is never compromised. The brand also implicitly told the audience that it was taking this incident as a learning. That reinforced the brand identity.

In my experience to demonstrate your values, you would need to start by creating a soft launch extremity communication plan in advance of a extremity. To do so, you'll need to start by relating the crucial spokespersons and establish communication channels to circulate information snappily. Next apply PR responses that could be used to help your seeker previous to said extremity. Remain ahead of the wind and be prepared.

Yes. But never assume they are relevant to your stakeholders. Always assess values and your corporate purpose. Effective responses are born from you understanding of what’ in it for them.

In my experience to demonstrate your values, you would need to start by creating a soft launch crisis communication plan in advance of a crisis. To do so, you will need to start by identifying the key spokespersons and establish communication channels to disseminate information quickly. Next implement PR responses that could be used to assist your candidate prior to said crisis. Remain ahead of the curve and be prepared.

One time at work, the way to confirm that we had coordinated a sustainable plan was by attesting that we could establish constant dispatches with the applicable authorities. For this reason, always insure that all applicable authorities and agencies know what you stand for at all times. At all time insure verified demonstration a united front and emphasize a coordinated response. Same voice and same communication always always gets the stylish results.

PR isn't just about numbers. analytics may be of use in some cases, but not every PR activity in face of a crisis requires numbers.

One time at work, the way to confirm that we had coordinated a sustainable plan was by confirming that we could establish constant communications with the relevant authorities. For this reason, always ensure that all relevant authorities and agencies know what you stand for at all times. At all time ensure confirmed demonstration a united front and emphasize a coordinated response. Same voice and same message always always gets the best results.

A good & recent example from India would be the case of Fortune Oil and Sourav Ganguly. Ganguly, the former Indian cricket captain was the brand ambassador of Fortune Oil and appeared on several TVC’s promoting Fortune’s oil for a healthy heart. Unfortunately Ganguly himself suffered a heart attack and the brand came under fire. However, days after recovering, Ganguly appeared in a new ad series from Fortune with a long personalised note where he spoke of his health condition and what one can learn from this episode. This anchored the brand’s authenticity and was widely lauded by the same people who had earlier trolled Fortune and Ganguly.

Be cautious - the crisis is likely to be genuine for the people who are involved. Never forget Labour aide Jo Moore whose claim to fame is advising the government that 11th September 2001 was "A good day to bury bad news". Never, ever lose sight of the bigger picture.

Crisis communication is very difficult because it requires nuance, and the understanding that you need to both meet the moment, as well as consider the long game. In parallel paths you must address the immediate crisis, and communicate the solution as succinctly, simply and empathetically as possible. Then you begin to think about next steps and communication as certain milestones, whether that is in days, weeks or months.