1. The Ogilvy Public Relations Approach to:
Crisis & Issues Management
This is a very brief overview of how we approach crises and issues
preparedness; on and offline. Please take a look and let us know what
you think. If you’d like to have a chat about any subject or issue raised
in this presentation, why not drop us a line on;
+44 207 309 1105
www.ogilvy.co.uk/ogilvypr
Twitter: @ogilvyprlondon

2. Ogilvy PR’s Approach to Crisis Management
Ogilvy PR believes that crisis management is not a formulaic process. Every crisis situation is
unique and must be managed accordingly. Any set of rules or tools tailored too narrowly to
the needs of a hypothetical crisis scenario would be too confining to be of practical value
when a genuine crisis develops.
There are certain core principles beneath successful crisis management, however. Developing
appropriate tactics on the basis of these principles enables an organisation’s leadership to
remain focused and effective as crises unfold, which they usually do with blistering speed.
Once your management is grounded in the core principles and methodologies, Ogilvy PR can
respond effectively to a wide range of distinct crises. Anticipating the types of crises that a
company is likely to encounter can help develop useful frameworks. Further, the skills needed
to implement a crisis response can be amplified and honed through simulations that put
management through the paces of a realistic crisis situation.

3. Issues & Crisis Management – Our Philosophy
• Approximately 75% of what’s needed to handle a
crisis effectively can be developed in advance
• Most crises can be averted
– Communications teams must be able to
recognize the issue, act upon it and manage it
before it becomes a crisis
– Issues management typically involves a
campaign to change stakeholder opinions
• Some crises occur without warning
– Communications teams need well-crafted
communications plans and defined roles to
manage crisis and mitigate damage
– Crisis management typically involves rapid
response in communicating accurately and
transparently to stakeholders

4. Why Crisis Preparedness?
It’s all about protecting your brand.
In an “information overload” environment,
brands as purchasing decision tools matter
more than ever…
…and your brand is very likely your
company’s largest investment and most
valuable asset.

5. How does a Crisis Begin?
“On average, 69-percent
of all crises are the type
that start out small and
may take days, weeks or
even months before they
get out of control and
draw public attention...”
--Institute for Crisis Management

6. The Value in Planning
According to a study
by the insurance firm
Marsh,
every $1 spent in
crisis planning is
worth $7 in losses
averted.

7. The Cost of Not Planning
Share prices of
companies that
mishandle a crisis one +7%
year later
Share prices of
-15% companies that
handle a crisis well
one year later
Source: The Impact of Catastrophes on Shareholder Value: A Research Report
Sponsored by Sedgwick Group (The Oxford Executive Research Briefings,
Templeton College, Oxford, 1997)

8. The Responsibility Scale: from Victim to Perpetrator
Natural Disasters
Victim False Rumors
Workplace violence
Product Tampering
Accidents Equipment & Tech failure
Human error industrial accident
Human error harmful product
Preventable Organizational misdeeds
Source: Crisis Management & Communications by Coombs 2007

9. So What’s Different Now?

10. So What’s Different Now?

11. So What’s Different Now?

12. Why Crisis Preparedness?
Changing Times
It’s a brave new world for brands...
The competitive landscape has
changed… • Fewer product-based
• Technological developments
differentiators…more
• Global sourcing
focus on brand values,
versus price/features
• Easy access to pricing information
…as has the broader social context
• Increased access to information • Corporate brands,
• High profile corporate scandals
not just product brands
• Stakeholders who are better informed, • Why not to buy a
closely coordinated and increasingly cynical
brand, versus why to
• More focus on corporate social
responsibility
buy

13. Why Crisis Preparedness?
Brands Are in the Cross-hairs
But there’s one thing both sides agree on…
Brands = Targets
quot;The flip side of the power
and importance of a brand is
its growing vulnerability.
Because it is so valuable to
a company, a brand must
be cosseted, sustained
and protected.”
--Sameena Ahmad

14. Why Crisis Preparedness?
Crises Are Inevitable
Companies, like people, tend to think crises won’t happen to them…that well-
known images like these come from other industries, remote places, or years
ago…

15. Why Crisis Preparedness?
Crises Are Inevitable
…but if there’s one thing you can be sure of:
a crisis will happen, to you.
We live in increasingly uncertain times…
More importantly, most corporate crises come from within…

16. Why Crisis Preparedness?
Most Crises Come from Within
INTERNAL EXTERNAL
• Environmental Issue/Accident • Natural Catastrophe
• Investigation/Lawsuit/Fine/Settlement • Terrorist/Criminal Threat/Incident
• Poor Financials/Stock Performance • Activist Issue/Protest
• Structure/Ownership Issue (M&A, etc.)
• Management Change/Dismissal
Of the 15 major crisis
• Incident/Allegation of Mismanagement
categories, only 3 have
• Incident/Allegation of Wrongdoing
predominantly external
• Consumer Complaint/Issue triggers.
• Product Defect/Recall
• Employee Complaint/Issue
More than 75% of all
• Labor Dispute
corporate crises are
triggered from within.
• Workplace Injury/Fatality

17. Why Crisis Preparedness?
Greater Control
The fact that most crises come from within is actually
good news.
It means you have a greater degree of control…
• Both in preventing potential crises from materialising.
• And in containing and managing them when they do
happen.

18. Why Crisis Preparedness?
Your Response Matters Most
All crises cost money, but they don’t typically destroy
brands and kill companies.
“You cannot always control
What destroys brands
what happens to you, but
and kills companies is
poor crisis you can control how you
management. deal with it. And in the
end that’s what
matters.”
Kurt P. Stocker
Northwestern University

19. Why Ogilvy Public Relations Worldwide?
Focused on Outcomes
To protect your brand in this environment, we
recommend implementing BrandShield™
Three phases, each with a clear outcome.
1. Prepare Prevent
2. Respond Contain
3. Recover Grow

20. Why BrandShield?
Clear Concrete Steps
1. Prepare
• Preparedness Audit
•
•
Crisis Management Team Org./Training
Risk Assessment and Scenario Planning Prevent
• Databases, Tools, Templates & Facilities
• Simulations
2. Respond
• Situation Assessment
•
•
Immediate/Ongoing Research & Monitoring
Strategic Messaging (Releases, Statements, Q&As) Contain
• Systems/Documentation
• 360-Degree Communications w/ All Stakeholders
)
3. Recover
• Incident Analysis
•
•
Key Lessons (Ops. & Comms.)
Ongoing Issues Management
Grow
• Brand/Stakeholder Audits/Comms. Plans

21. Why Ogilvy Public Relations Worldwide?
Three Key Differentiators
• Deep crisis experience
• Deep brand expertise
• 360 degree capabilities

22. Why Ogilvy Public Relations Worldwide?
360-Degree Capabilities
What’s required today are experts at stakeholder relations, not just
media relations.
And expertise in, and instant access to, multiple messaging media…
BrandShield
PR Teledirect Advertising MindShare Interactive
Leads team, crafts Hotlines, database Alerts, Media placement Online crisis mngt.
key messages, capturing, analysis announcement and and web-based
handles media and of enquiries, ads, (print, TV, analysis. communications.
influencer opinion radio).
communications. research/tracking.
Key Stakeholders

23. Why Ogilvy Public Relations Worldwide?
360-Degree Capabilities
We’ve developed four online practical steps we dovetail
into all our crisis management stakeholder relations
programmes.
1. Listen
2. Respond
3. Promote
4. Participate

24. It’s Urgent to Listen
Set up online monitoring: search terms, reporting schedule
(determined by severity, how much discussion, and ability
to respond).
Who is talking?
What are they saying?
What’s the common
thread?

25. Respond
Website
• Pressroom
• Homepage call-out
• Response microsite
Off-Site Vehicles
• Press release
• Video
• Pledges and policy
• Commenting

26. Promote
Negative Keyword Marketing
• Use crisis-related terms
• Examples: “Disgusting Dominos”
Video Responses
• Tag your video as a response
Paid Media
• Targeted online ad buys
• Federated Media, Google Content Network

27. Participate
Commenting Guidelines
• Who should comment?
• How quickly?
• In what instances should they
comment?
• What are their objectives? What should they say?
Commenting
• Prioritise influential voices, but do not neglect less influential.
• Correct misinformation.
• Ensure that the client’s “side of the story” is represented.
• Communicate that they are listening

28. Crisis Management Time Lapse
CRISIS HITS
CRISIS
Weekly Reports Daily/Hourly Reports
Monitor > Conduct Blog/Online Monitoring
Set up Online Crisis
Collaboration Website Use Collaboration Site to Manage Communications Strategy
Update Client Website Homepage with Crisis Message
Respond >
Set up Dark (Crisis) Sites Launch Dark (Crisis) Site
Keyword Marketing: Promote Crisis Site
Promote >
Online Advertising: On Blogs or Websites as appropriate
Launch Client Blog Use Client Blog as Forum for Response
Participate >
Develop List of Influential Bloggers Conduct Outreach to Bloggers / Comment on Blogs