The program of anti-recessionary PR is always a complex work. It begins with identification of crisis and its diagnostics after which the assessment of own resources and formation of the anti-recessionary PR-strategy focused or on change of a situation, or on adaptation to its follows.
There are four purposes: forecasting of crises, a fast termination of crisis, restriction of damage and restoration of trust to the organization.
Having analysed highlights, it is necessary to be guided to the following principles:
- Carry out a good preparation
Define weak and strengths of the position. Create the coordination center, choose the only speaker who will sound an official position of the company. Decide on the strategy of reaction, develop system of tactical steps. Remember that at an integrated approach to a solution at you much more chances of a victory.
- You should not hurry to react
When there is a publication directed against your company think before to disprove it. It is not necessary to answer each attack. Sometimes silence is the best tactical decision with strategic effect. Having missed blow, you will weaken a wave and you will increase probability that it will fall down by itself in several days.
- Form own information agenda
Better most to set the tone in media and to inform of the public position, than to tail after: to disprove, to level, to “extinguish” someone else’s information.
- In detail analyze the information agenda
Knowledge of a public discourse of a question will allow you to use quickly this context in the purposes. Even information occasions which are initiated by the competitor quite are suitable for an effective performance in the press.
Try to list several options of succession of events to have the widest tools of counteraction.
- Have a pool of loyal journalists
In advance think of a bullet of loyal journalists who will be able to help you with the publication of operational materials. Formation of a pool of journalists is a regular task of the head of the press service, however only crisis can check quality of its performance.
- Do not throw a big administration on an embrasure
In a crisis situation as the speaker the representative of the press service or any other face of the company, but not the CEO has to act. 70% of reputation of the company are made by reputation of its head and not to lose “percent”, it has to remain in the shadow till the best times. The head has to be associated with good news. Besides, it will have many cases in connection with a crisis situation and the others.
- Save resources
Try to find quickly distinction between “a bad note” about the company (which tomorrow probably already nobody will remember) and the real crisis. The information field is inherently non-uniform therefore you shouldn’t react to each roughness.
- Surely involve the third parties in distribution of information on the company
The expert community is your agents of influence who will help to draw public opinion on your party.
- Report to the public about overcoming crisis
Make it accurately; do not increase number of those who knew about crisis. Avoid the word “crisis” if it isn’t an important argument of PR campaign.
And at last, last recommendation: remember, collect, write down mistakes. Everything does not always go according to the plan, and the result surpasses expectations. Mistakes are an invaluable element of experience which remains with us even then when we have come to grief.
It also isn’t necessary to forget that crisis always has two parties. On the one hand, we see the risks connected with blow to reputation of the organization, property and finance. With another – crisis has a high potential for updating not only the company, but also an information field around it.