Spot on. I'm so sick of clients ignoring the counsel they're paying for, creating a mess, and then asking the rest of us to clean it up (when you can't put the toothpaste back in the tube). They've forgotten that happy customers are what make happy investors. Not the other way around.
The deranged astroturfing leftists waving communist flags and huffing through Main Street have more in common with glasses-girl-boss driving a bulldozer through the Cracker Barrel brand and calling it progress.
Mapri Bun - that’s a very “juicy” choice for a name 🙃
Good point of high thresholds of authenticity that people are measuring brands against. The ball is in our court - not just to detect and address challenges early on. But also to really try and be more authentic- and not just pretend to be.
I taught/teach crisis communications at a business school in Paris, and I see what you are saying. I always teach that brands should acknowledge the issue, and then close it out.
1.) Kowtowing to the online makes it worse.
2.) Make one statement, clearly, close comments and move on.
3.) Clearly state an action path (if needed at all).
At the same time, leadership and people in comms leadership need to *at least* listen when managers raise flags on this stuff.
Spot on. I'm so sick of clients ignoring the counsel they're paying for, creating a mess, and then asking the rest of us to clean it up (when you can't put the toothpaste back in the tube). They've forgotten that happy customers are what make happy investors. Not the other way around.
The deranged astroturfing leftists waving communist flags and huffing through Main Street have more in common with glasses-girl-boss driving a bulldozer through the Cracker Barrel brand and calling it progress.
Mapri Bun - that’s a very “juicy” choice for a name 🙃
Good point of high thresholds of authenticity that people are measuring brands against. The ball is in our court - not just to detect and address challenges early on. But also to really try and be more authentic- and not just pretend to be.
I taught/teach crisis communications at a business school in Paris, and I see what you are saying. I always teach that brands should acknowledge the issue, and then close it out.
1.) Kowtowing to the online makes it worse.
2.) Make one statement, clearly, close comments and move on.
3.) Clearly state an action path (if needed at all).
At the same time, leadership and people in comms leadership need to *at least* listen when managers raise flags on this stuff.