Crisis Management

The process is broadly outlined to handle any contingency arising out of a situation which may harm the integrity or image of the organization, its stake holders or even the public interests. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a brief decision time. The credibility and reputation of an organization is heavily influenced by the perception of its responses during crisis situations. Thus auditing such perceptions and bringing out a timely and affirmative response calls for a challenge. The organization and communication involved in responding to a crisis in a timely fashion is what we commit to deliver. The nature of crisis we may confront can be many.

1. Natural disaster: Any natural calamity or ‘act of God’, having a direct bearing on the company’s process like earthquake, flood etc.

2. Technological crises: Technological crises are caused by human application of science and technology. Technological accidents inevitably occur when technology becomes complex and coupled and something goes wrong in the system as a whole. Some technological crises occur when human error causes disruptions.

3. Confrontation : Confrontation crises occur when discontented individuals and/or groups fight businesses, government, and various interest groups to win acceptance of their demands and expectations. A common example is boycott or illegal occupation of premise, blocked etc.

4. Malevolence: An organization faces a crisis of malevolence when opponents or miscreant individuals use criminal means or other extreme tactics for the purpose of expressing hostility or anger toward, or seeking gain from, a company, country, or economic system, perhaps with the aim of destabilizing or destroying it

5. Rumours: False information about an organization or its products creates crises hurting the organization’s reputation. Sample is linking the organization to radical groups or stories that their products are contaminated

The identification and management of crisis requires a matrix that we define as under: Establishing metrics to define what scenarios constitute a crisis and should consequently require the necessary media response. Identifying methods to respond to both the reality and perception of crisis. Identifying a preventive program for future.

PR Approach

In the unique blend and diversity of messaging ideas we choose to segregate and focus on your appropriate visibility in the media broadly based on a two pronged strategy. If broadly outlined we monitor and assort all such opportunities which are related to your....

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