Communication compass: How companies can best position themselves in the Corona crisis

The response of today is the success of tomorrow

The global crisis around COVID-19 has taken on unpredictable proportions: uncertain stock markets and lost revenues at local, national and global companies. For communications managers, in particular, this represents a unique challenge that demands speed, transparency and tactfulness - in internal communications as well as when addressing customers, partners and stakeholders. Not communicating now leads to scepticism and can be counterproductive, resulting in a loss of trust and potential significant business losses. 

A guideline for communications in times of crisis 

A recent study shows that companies are currently still reluctant to communicate about the coronavirus, almost 60 per cent have not yet discussed this topic publicly. However, it is essential now to take a stance, assume responsibility and strengthen trust in the company. Communication experts have to consider the following parameters:

Check actuality

What is right in one moment may have lost its validity in the next. The news coverage on the coronavirus and its impact on certain market segments must therefore be constantly analysed and may have to be placed into a new context again and again. A neutral, objective and fact-checked processing of the flood of information is indispensable in order to consciously question the position of the company, to justify and, if necessary, even correct its own positioning and to derive communication measures from it. The confirmation of sources and a good relationship with journalists, influencers, interest groups and other multipliers is fundamental, on the one hand to be able to react quickly and appropriately to current discussions with one's own statements, interviews and information, and on the other hand to be able to refute false statements that spread quickly in such times. This also applies to internal communication at companies. Communication should always appeal to the recipients’ intellect (ratio) and convince them emotionally. The continuous evaluation of the coverage about oneself, one's own company and the industry sector must not be disregarded. It can even decide on success and failure, because: A daily general report not only helps management to make the right decisions and recognise risks in time. In dynamic times, companies must be prepared for the unexpected and be able to react immediately.

Define messages 

The communication or crisis plan: For this purpose, messages must be defined and action measures clearly phrased. It should be seen as a compass that helps to navigate through a crisis and different scenarios. In addition, this plan conveys a consensus on what is necessary for period X. Investors, customer groups and employees must be informed with clear messages about what is happening in the company's and industry's ecosystem. To ensure this, it is a good idea to define in advance who the sender of a message is because ideally, every message also needs a face. Collaboration with experts, brand ambassadors, key opinion leaders, but also individual employees is crucial for the authenticity and effectiveness of statements. Thus, targeted personal branding of people in the company has a positive influence on business development and external perception. Those who know the senders of messages and are well prepared can also better define corresponding recipients and determine suitable communication channels for the dissemination of information.

Companies are (currently) under immense pressure to plan in times of uncertainty and to react to unforeseeable events. If you inform your stakeholders about business developments in a transparent way, you can be sure that only those who speak can be helped. This is especially true in crisis situations. Companies that are directly affected by the COVID-19 outbreak should also inform their customers about delays and tell them how to deal with interruptions in supply chains, for example. In addition, many companies are currently forced to cancel their planned events or move them to the virtual room. The demand for short-term concepts for online presence, social media content such as tutorials or community management is therefore constantly increasing. But here, too, the same applies: A strategy can only be effectively implemented and carried into the public when it is based on clear guidelines.  

Making the most of opportunities 

Those who are too deeply involved in the day-to-day business should seek the help of professional communication experts as early as possible. Because: Concepts for crisis communication are at best always developed before the actual crisis. This does not only concern content, values and messages, but also procedures, processes and responsibilities. In other words: it is about being prepared and being able to develop appropriate content. If you leave it too late, you lose trust and trust is difficult to win back. Last but not least, a crisis always holds the opportunity to position oneself as a competent partner and to adapt one's offer to current needs. In times of corona, we see how essential it is to venture down the path to digitalisation. But there is no time for experiments: Antiquated structures must now be broken down and brought into modern times with the help of experienced partners. This often results in uncertainty and, by nature, uncertainty triggers fear. This is precisely where the work of communication experts must start: With content, they build a bridge to new topics and trigger much more enthusiasm for new challenges.

ABOUT THE AUTHOR

Tilo Bonow is founder and CEO of PIABO, Germany’s leading PR partner for the digital economy based in Berlin. He established PIABO with the mission to support globally ambitious tech entrepreneurs with launching their business ideas and actively recognising the potential for achieving their growth targets. Tilo is a keynote speaker at international tech conferences such as NOAH, DLD and MWC as well as a passionate and active supporter of the digital ecosystem as a mentor at Plug & Play and Microsoft Ventures, among others. As a value-adding investor in over ten funds, he accelerates the growth of upcoming business stars.