The social media channels have experienced a huge boost and have provided great support for marketing. A company can no longer do without it. The last generations have grown up with it and use it almost exclusively. This has many advantages for the CMO, but it can also work against the company. A company can be completely burned down in a matter of days. This must be anticipated. In the sense that it must be based on a crisis policy. But how can you set up a crisis policy? Is there a standard that can be used? No. That is why advice is given so that if it happens to a company, it can be communicated correctly in a timely manner. Plan now to be crisis-proof later.
Risk factors
The most important topics for a crisis policy plan are the risk factors. It depends on the type of company which factors are involved. But what is certain is that they are there. If you are a sales company, your products may pose a risk in technical areas, such as Philips with the sleep apnea devices, in terms of warranty or discrimination, etc. A service company can be discredited due to poor service. Factors that need to be crystallized. If a risk analysis of the company has ever been made, it may also include factors. Name each risk factor.
Delegate authority
The front-line employees such as salespeople, service employees, maintenance engineers, etc. have direct contact with the customers. From that position they can solve any problems that arise, according to the company's rules. But sometimes the rules are not enough to solve a problem. Then more is needed that falls outside the rules. Within certain margins, provide frontline employees with more powers so that escalation can be prevented. In such cases, this is also a form of customer loyalty.
Worst case scenarios
A worst-case scenario, sometimes also abbreviated to WCS, is a scenario in which everything that could go wrong actually turns out to go wrong, due to the greatest possible magnitude of a manifesting hazard or the simultaneous occurrence of multiple problems. The degree of problems encountered can be captured in more than one scenario. By scaling up the scenarios, the more severe scenarios do not have to be used immediately. The type of problem requires the right scenario.
Crisis manager
A crisis policy plan is set up by the internal task force. This includes management positions such as CEO, CFO, COO, CMO, CCO. A crisis manager is selected from this. The crisis manager is then in charge where appropriate and is also the decision maker. Don't expect every decision to be the right one. Usually a quick and adequate response is required and that in itself is also a risk. It is more important to be quick and decisive than to be perfect.
Media spokesperson
Combining the crisis manager and the media spokesperson in one person is not such a good idea. During a crisis situation there is time pressure and stress and the separation of functions provides some peace of mind. Not everyone can be a media spokesperson. This must certainly be stress-resistant and properly implemented internally. It is wise to undergo media training. A media spokesperson must have the right skills for that position.
Sorry
For status-sensitive people, making excuses is difficult, if not impossible. You can't have that as a company. A problem will always escalate further. The many problems with companies that have occurred over the past decade have shown that apologizing and taking responsibility must be the primary activity. Publicly pronouncing 'mea culpa, mea maxima culpa' prevents further escalation. Of course, people quickly think about claims and would rather not make excuses, but that is part of the business risk.
Loyalists
The crisis policy plan should also include a link to the loyalists. After all, they can put in a good word if problems arise. These are, for example, regular customers, influencers, business associates, etc. It depends on the extent of the problem whether they are willing to share their experiences with the public. Their impact can be significant, especially if they are objective sources.
