Managing PR in a crisis
Chair:Chair:Chair:Chair: Nick Sampson, Master, Marlborough College
Panel:Panel:Panel:Panel: Alexandra Caish, Head of Press, ISC
Jon Gilbert, Journalist and Presenter
Andrew Wigmore, Managing Director, Gunpowder PR
Crisis Management
ANDREW WIGMORE
Definition of a crisis
Nothing focuses the mind more than a crisis.
Make-or-break moments when brands, reputations
and even our careers – hang in the balance.
Definition of a crisis
• For a company a crisis means damage to profits,
its market share and share price
• For a public organisation it means damage to
reputation likely to lead to action against it
• For an individual it means personal reputation
and often a career
For example…
• Terminal 5 – failure to respond swiftly following ‘positive’
release of stories to media
• Gerald Ratner’s critical comments about his own
company’s jewellery
• The failure of Humberside Police to keep and share Ian
Huntley’s previous record
• Hoover’s flying fiasco
• Cadbury Schwepps contaminated chocolate
• Barclay CEO suggesting clever consumers would do well
to steer clear of credit cards
• Coca-Cola’s Dasani water revealed as bottled tap water
Case Study…
Solicitor quizzed over cannabis package claims.
A SOLICITOR has been arrested over claims he
posted cannabis to one of his clients. Police
called at the practice of XXXXXXXXX after his
clients handed over the drugs.
Northern Echo March 2006
In the loop
• A must for a successful crisis management plan
• This means access to the most senior people in an
organisation and access to all the information
• A plan will only work if those dealing with it know
everything
Everyone is involved
• During crisis times, everyone in the
organisation is a potential PR person – from
the person answering the phone, the
receptionist, security guards – everyone has
their part to play
• Clearly define roles and responsibilities, and
ensure that everyone is ‘on message’
Your crisis planThe main ingredients of any crisis plan should include:
• What constitutes a crisis?
• Who decides it is a crisis?
• Who is in charge during a crisis?
• Who needs to know what during a crisis?
• How do you communicate during a crisis – external and
internal audiences?
• What resources/facilities are needed during a crisis?
• Who decides when the crisis is over?
• Who keeps the crisis plan up-to-date?
• Regular rehearsals and testing of procedures to prepare
for a crisis
GOOD CRISIS MANAGMENT
• No, or very few, negative headlines
• Little impact on share price/ market share
• Little effect on reputation
“one should never make one’s début with a
scandal. One should reserve that to give an
interest to one’s old age.”Oscar Wilde