Reputation Management / Crisis Communications
Change your brand perception in 5 steps
Changing the public’s perception of your business after negative press, bad customer reviews or internal issues seems like mission impossible. Often brands avoid publishing any content in fear of fuelling the fire, but it’s a Catch-22 because if you don’t control your message, everyone else will.
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How to be prepared for when a crisis hits
When running a business, a crisis is the last thing you want to think about. Unfortunately, crises do hit – and they have a nasty habit of doing so when you least expect them. While you might not be able to control what happens to you and your company – or when it happens – you do have control over how to plan for it.
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Five ways to mitigate risk in your business today
Owning or managing a business can be incredibly rewarding, however if you work with products, services, customers, clients, suppliers, staff, shareholders or volunteers - then you’re in the business of risk! Here’s what you need to start thinking about now, to help manage and mitigate potential damage in your business.
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PR is more than a media release
It’s been 17 years since I opened my first textbook on PR Best Practice. It was the year I turned 18, at a time when Nokia Snake was our only source of entertainment on the go and MSN chat helped us connect to millions around the world. We headed to Kodak to print our negatives and mapped our car journeys using the UBD Refidex; and you could forget getting customer enquiries if you missed your listing in the Yellow Pages that year!
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How does a company continue business when it’s no longer ‘business as usual’?
Facing a crisis as a company is no small feat. Depending on how severe the issue is, a media frenzy can manifest and your company may become the sole focus of the media and public’s attention. It’s a worst-case PR scenario that any business owner does not want to face. This can be very taxing on the organisation and it takes skill and preparation to handle it swiftly and effectively.
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