Are you PR war-room enabled?

None of us want a crisis to strike us or our organization… but that is an ideal scenario! Many time, a crisis strikes out of the blue, making the core management team of the organization run for cover! Not just that – when a crisis hits, there is chaos all over, that adding to the already vitiated organization eco-system.

The organization eco-system includes all the stakeholders – the organization and its product and services, the market place, the positioning vis a vis competition, the employee, the financial institutions that have invested in the company, the stock market, and every single public shareholder…. The list is partial, and will depend on the size and scale of the organization.

While the occurrence of the crisis per se, cannot be predicted, the response to such a situation can be planned in advance – and this is what we call a war-room for crisis management. This war-room (primarily comprising of your internal communications pro’s) is ever prepared, and swings into action when there is a crisis – if at all there is one.

This war room will/must have people drawn from the top leadership of the organization (sales, marketing, finance, HR and so on) who will work in tandem with   the core communications professionals and will caliberate the response for any crisis.

The crisis team (the war-room) will be well prepared with all the facts pertaining to the product, service, people, infrastructure, the dynamics of the various markets it which they are present, the relevant information of the prime-competitors etc.

Apart from the communications teams which is well trained to interact and speak appropriately to the media, key resources in the organization are identified time and again (once a year minimum), and they are imparted with the communication finesse in handling all kinds of media queries, when the situation warrants.

A mechanism is put in place is such a way that once any event (crisis) occurs, all the key stake holders in the war-room are connected seamlessly and appraised of the events, the facts, the implications, and the consequences plus the actions that will e taken y the organization in the aftermath of such a situation. This fact brief to the core team – irrespective of where and when  the crisis occurs –  must all be done in 30 to 60 minutes. And post that the team hits the road in tackling the PR front with ease.

While it is the responsibility of the leadership of the organization to calibrate the response to any crisis, the ability to get the message across, in the best way, to all the internal and external stake holders is the key winner in the long term.

That happens seamlessly only if there is a war-room mechanism in place at your organization. With media staying connected 24/7/365, carrying out their social responsibility of disseminating information as it occurs, it is only a crisis war room that can save the day for your organization.

Not just that, your war room will actually impact your long terms interests in a positive way!

So, does your organization have a communication war-room?!

A crisis can strike anytime... is your PR there?

For some reason, the word ‘crisis’ is associated with ‘panic’, and most of today’s organizations tend to immediately get pushed into a panic mode at the distant sight of a crisis. What then happens when there is a real crisis on hand, is anyone’s guess.

There are examples all over of how even the communication savvy leadership/PR team of an organization, gifted with a fair amount of media leverage, gets into a shell and resorts to denial mode when it’s time to speak and write more information, to be virally sent out to every media outlet possible.

The cardinal rule in handling PR in times of a crisis is to get immediately speaking and sending our fact statements to the entire gamut of media houses – including web2.0 and social platforms. The singular intent once the information/details of the crisis is handed out is to deliberately invite media conversations, with the intent of giving more and more details possible.

Never give a remote sense that your organization is shying away from the media – even when the crisis in not your own making, when you shy away, the immediate conclusion is that the organization wants to hide facts.

While there can be well documented papers (by your PR agency or internal communications team) of how to respond when there is a crisis, it’s easy to manage a crisis when some basics are in place.

Just see if these things are in place in your organization, anytime rather always…

-         a designated spokesperson, who will instantly be updated on any crisis that may have hit – he is the points man for all information to be given – facts, details, images, live feed and whatever.

-         Handpicked communication team that swings into action – gets into an auto pilot mode in any mishap – which is connected and networked 24/7/365 to take the crisis PR initiatives. Stay abreast all through the crisis life cycle, and ceaselessly and tirelessly handles all queries from every corner of the globe.

-         a communication mechanism (call it a protocol) which communicates to all the key decision makers and every internal stakeholder in the organization the details and occurrences of any crisis that may have hit, how the consequences will be managed, how internal/external stakeholder interests will be protected, what are the cost consequences and the impact on the organizations’ fiscals et al.

-         a standard template that captures all the finer details of any mishap that may occur, roll it out into the form of a media release, so that the same can be handed to the media fraternity  and follow up questions taken.

-         a mechanism that ensure that all the state authorities are informed of the mishap in the shortest possible time, with as much details as gather-able in the least lead time.

-         a media room which gets activated when such an event happens, where all the journalistic fraternity can report from, with all information fed to them officially, live wire.

These may sound baby steps – yet, in the crisis management plan, many  times its lack of this basic preparedness that brings in misery to the organization, than the actual crisis itself.

Make sure your organization is set ready in the first steps of managing crises.
As the old adage, being well prepared is half the battle won.

That’s true in managing a crisis too.

Public relations - crisis prepared?!

For some reason, the word ‘crisis’ is associated with ‘panic’, and most of today’s organizations tend to immediately get pushed into a panic mode at the distant sight of a crisis. What then happens when there is a real crisis on hand, is anyone’s guess.

There are examples all over of how even the communication savvy leadership/PR team of an organization, gifted with a fair amount of media leverage, gets into a shell and resorts to denial mode when it’s time to speak and write more information, to be virally sent out to every media outlet possible.

The cardinal rule in handling PR in times of a crisis is to get immediately speaking and sending our fact statements to the entire gamut of media houses – including web2.0 and social platforms. The singular intent once the information/details of the crisis is handed out is to deliberately invite media conversations, with the intent of giving more and more details possible.

Never give a remote sense that your organization is shying away from the media – even when the crisis in not your own making, when you shy away, the immediate conclusion is that the organization wants to hide facts.

While there can be well documented papers (by your PR agency or internal communications team) of how to respond when there is a crisis, it’s easy to manage a crisis when some basics are in place.

Just see if these things are in place in your organization, anytime rather always…

• a designated spokesperson, who will instantly be updated on any crisis that may have hit – he is the points man for all information to be given – facts, details, images, live feed and whatever.
• Handpicked communication team that swings into action – gets into an auto pilot mode in any mishap which is connected and networked 24/7/365 to take the crisis PR initiatives. Stay abreast all through the crisis life cycle, and ceaselessly and tirelessly handles all queries from every corner of the globe.
• a communication mechanism (call it a protocol) which communicates to all the key decision makers and every internal stakeholder in the organization the details and occurrences of any crisis that may have hit, how the consequences will be managed, how internal/external stakeholder interests will be protected, what are the cost consequences and the impact on the organizations’ fiscals et al.
• a standard template that captures all the finer details of any mishap that may occur, roll it out into the form of a media release, so that the same can be handed to the media fraternity  and follow up questions taken.
• a mechanism that ensure that all the state authorities are informed of the mishap in the shortest possible time, with as much details as gather-able in the least lead time.
• a media room which gets activated when such an event happens, where all the journalistic fraternity can report from, with all information fed to them officially, live wire.

These may sound baby steps – yet, in the crisis management plan, many  times its lack of this basic preparedness that brings in misery to the organization, than the actual crisis itself.

Make sure your organization is set ready in the first steps of managing crises.

As the old adage, being well prepared is half the battle won.

That’s true in managing a crisis too.

Pharma PR - what ails pharma communication?

Back in April this year, I remember seeing this small piece on the shift in trends in the way pharma companies were approaching PR. It was under a caption "PR tonic" in Business Standard.
It read - 

"Recent developments in the Indian pharma industry, especially over compulsory licensing of life-saving drugs, have left multinationals jittery and encouraged them to change their public relations strategy in India. Till recently, the focus was on wooing government; now the attention has shifted to the media. This week, three major multinationals, caught in patent rows, did their media rounds one after the other explaining their stand. Their attempt is no longer limited to winning the battle over intellectual property-related issues, but to spruce up their consumer-unfriendly image and show that they care."


In the case of pharma companies be it Indian, or multi-nationals in this market, what ails their public relations strategy is this - the public in PR has been forgotten, with focus of the communication efforts only being institutional - doctors, corporate hospitals, the government, and the company's shareholders.

When was the last time you saw a pharma company attempting to tell the public about their commitment for affordable health-care, or how efficacious, SAFE, and fool-proof their processes and plants/operations are?

One large company which is embroiled in all kinds of safety issues, Ranbaxy, had its top leadership go about and state on prime time television that 'adulteration' wasn't a major issue for the Indian consumer!

This is only due to fact that the consumer is not a choice maker, like other products or services.

Does that mean that the PR of Pharma companies cannot have a communication strategy with consumer focus?

They can and must -

• communicate their commitment to better drugs
• communicate the safety of their drug development efforts
• communicate their support of better patient care and interventions
• communicate how their standards remain uniform across the globe - which is never the case by most

Like these, there a host of communication and image building opportunities for pharma brands.

Does Pharma PR do anything of this kind, with the consumers in mind? Can it do better?

What do you think?