How to Foster Brand Resilience Before and After a Crisis

@johndeveney #rescon16

Lessons Learned and Expert

Recommendations on How to

Foster Brand Resilience Before and

After a Crisis

John Deveney, ABC, APR, Fellow PRSA, IABC Fellow


Expert Recommendations

TOURISM

CIVIC ENGAGEMENT

HEALTH CARE

BUSINESS COMMUNITY

GOVERNMENT AFFAIRS /

RECREATION

Mark Romig - New Orleans Tourism Marketing Corporation, President & CEO

Anne Milling - Women of the Storm, Founder

Michael Hecht - GNO, Inc., President & CEO

Greg Feirn - LCMC Health, President & CEO

Vic Richard III – NORDC, CEO


1. Action Plan

• Streamlined, functional

• Exposure/Vulnerability audit

• Evaluation responsibility and standard: Trigger events

• Prepared to respond

• Facilities, equipment

• Practiced

• Daily plan


2. Chain of Command

• Composition, membership of response team

• Team roles

• Changes in roles and responsibilities during a response

• Contact information/lists

• Locations for command posts, media centers


2.1 Team Positions/Responsibilities

• Crisis coordinator

• Strategist(s)

• Lawyer(s)

• Spokesperson(s)

• Info gatherer(s)

• Writer(s)

• Web manager

• Command post manager

• Media center manager

• Log keeper(s)/administrative support

• Courier(s)

• Multimedia support

• Victim group manager

• Security


2.2 Who Should Be Spokesperson

• Chief Executive Officer (CEO)

• Vice President

• Director of Communication

• A Third-Party representative

• Hired gun


2.3 Responsibilities

Crisis Manager

• Oversee all communication during the crisis

• Report directly to senior management

• Direct the command post

• Should be a highly skilled communication professional

• Should delegate “normal” responsibilities during the crisis

• Understand organization and its capabilities

• Thorough understanding of the corporate culture


2.3 Responsibilities Crisis Coordinator

• Coordinate care for injured/displaced persons

• Coordinate care of other damaged persons/companies

• Contact appropriate authorities

• Report directly to the Crisis Manager

Strategist(s)

• Internal employees or external consultants

• Counsel crisis team and senior management

• Sees big picture, anticipate internal and external demands

• Should not be tied down implementing tasks, just advise and observe

• Should be privy to all information



Lawyers

• Define who is at fault

• Advise on likelihood of future litigation

• Should be privy to all information

• Conduct investigation

• Retain experts

• Handle court orders

• Handle regulatory agencies

• Report directly to senior management

• Work closely with strategists

• Should be media trained



Spokesperson(s)

• Should be media trained

• Articulate and level headed under stress

• Should not have any other responsibilities during crisis

• Oversee all communication during the crisis

• Conduct follow up to designated audiences and evaluation

• Direct the media center



Information Gatherer(s)

• Media trained

• Understand what media needs and wants

• Liaison with other responders and agencies

• Gather information about the crisis

• Monitor all news coverage

• Monitor attitudes/moral of all identified audiences

• Can condense gathered info into concise points



Writer(s)

• Quickly comprehend facts and key data

• Perform under pressure and on deadline

• Understand legal ramifications of public comment

• Work closely with strategists and lawyers

Web Manager

• Monitor

• Engage phantom site

• Identify rogue sites, list serves, bulletin board threats

• Maintain Web site


3. Technology Infrastructure

• Phantom web site

• 800 number

• Social media channels, halt protocol

• Crisis team phones: programmed, remote, satellite, group

distribution

• Portable kits


4. Business Continuance Strategy

• Staffing

• Crisis team

• Expertise: legal, operations, communication,

monitoring/analysis, counseling, security/crowd control

• Off-site offices, payroll, accounts receivables


5. Messaging Strategy

• Media policy

• Messaging platform, draft content in various formats

• Spokespeople: trained, tested, available, subject matter

experts

• Third parties: recruited, trained


Expert Recommendations

TOURISM

CIVIC ENGAGEMENT

HEALTH CARE

BUSINESS COMMUNITY

GOVERNMENT AFFAIRS /

RECREATION

Mark Romig - New Orleans Tourism Marketing Corporation, President & CEO

Anne Milling - Women of the Storm, Founder

Michael Hecht - GNO, Inc., President & CEO

Greg Feirn - LCMC Health, President & CEO

Vic Richard III – NORDC, CEO


Mark Romig

Tourism

• Identify your community’s strengths

• Have a good communication system in

place

o Know where your key decision

makers are going to be

• Use social media to your advantage

• Work with the media

• Keep a forward-looking attitude


Anne Milling

Civic Engagement

• Diversity

• Distribution of tasks

• Demand accountability


Greg Feirn

Healthcare

• Planning

o You can’t prepare for everything

o Learn from other communities

• Roleplay

• Make sure your executive team members

are prepared

• Communicate your action plan

• Business continuity plan

• Consider what’s important to your team


Michael Hecht

Business Community

Success depends on:

• Consistent leadership

• Business involvement

• Education

• Infrastructure

• Place-based development

• Luck


Vic Richard

Government Affairs/Recreation

• Consider your community’s must-haves

• Financial discipline

• Infrastructure

• Expect the worst-case scenario

• Make sure your records are in order

• Leadership

• Understand the value of your assets

• Corporate relationships

• Don’t lose faith!


Lessons Learned and Expert

Recommendations on How to

Foster Brand Resilience Before and

After a Crisis

John Deveney, ABC, APR, Fellow PRSA, IABC Fellow

How to Foster Brand Resilience Before and After a Crisis

Marketing

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