Also in this playlist...
This transcript is automatically generated
Owing to guess that we have joining -- -- right now we have found.
Joan I see here the vice president of the -- company con communications and -- Rothstein.
The senior vice president of a lean muscles start with you personally -- Lehman -- and tell our viewers.
Lehman is the international licensing industry merchandisers association were worldwide organization of more than a thousand.
Companies who are in the product and trademark licensing business impact and crises.
OK and you can quickly tell me about -- telecommunications is the global public relations public affairs and in digital communications agency.
And one of the services that we bring to our clients as a special expertise in crisis communication your friend is happening -- hanging there.
He's always a crisis how do you even begin to it to overcome.
Where he sat -- you start with a plan and the first thing is to be prepared.
And companies or organizations that have a crisis response in a crisis communications plan are headed the -- because it gives you framework.
Within which to respond -- that a guideline.
Sentence -- right -- need to do is assembled a team and that team would have been designated in your plan.
Assembled -- team and have a specific spokes person.
Who will address the news media monitors public.
And it's -- someone at the highest level of the organization's CEO with the president because they're seen as they need to be seen as being at the -- okay.
That message that they're keeping.
It should be very.
And very direction -- The messaging should focus on what you know -- gather the facts and talk about what you know don't speculate don't hypothesize.
And Johnson -- -- -- -- Doesn't need to -- you also need to show some compassion talk about what you feel and this is a mistake that companies make some times they don't look at the crisis from the victims point of view.
And that's how the rest of the world is looking and the need to keep that in mind to consider what email.
What you feel and -- what you're doing about it it's not an easy online.
It's not always that -- incredibly difficult and sometimes companies can get very defensive because sometimes as a crisis is that's not of their own making.
If you're in the licensing business and one of -- licensees has a problem with the product or factory or something of that sort.
You might not have done something wrong you might have done everything right.
But yet -- you find your brand in the middle of a crisis so the natural instinct is probably to be very defensive and you don't want to -- There's this saying that all press is good press that.
Is that true my mind that's absolutely false.
There is such a thing as bad press which can injure brands and brand is is everything it's what you build your reputation on.
So bad press does have the potential to -- that -- Can that press change a brand in a positive way.
I think that the wait a brand for sons has a very long lasting ripple effect.
And companies need to remember that what they say in a crisis situation.
Can be -- important to recovery as the actions they take and what they do.
So while -- crisis is never good for brand they -- take a lot of lessons learned from that.
And go back and look at the preventative measures they should be taking next time what they can do to help prevent it from happening again.
How well how much out front should -- be in responding to crisis.
I think you should probably be as an upfront as India has -- prudently possible.
You should gather your facts quickly you know as John said.
But you don't -- -- get out ahead of what you know.
Because the worst the worst thing is to say something you think you know and have -- turn out not to be right and then it looks it reflects badly on -- potential.
Right and -- and educating your staff internally -- internal message how should that.
Play out it's important to communicate -- -- externally but internally you don't want your employees to find out about the crisis over Twitter.
-- -- and -- that's slightly king day it is likely these days and say you need to communicate internally so that there informed because they can help with what we -- truth squatting.
And they can help to quell rumors and get information -- But that's say you don't want him to -- official spokespeople.
For your company gonna have a -- -- like that prevent them truth squatting.
And the longer you let misinformation linger out there Bryant do worse the potential damages to be proactive be sympathetic and be true to your brand name totally.
Thank you so much -- you know we've had a lot of athletes in the news lately for the bad things that they do you Lance Armstrong.
Now Iowa Oscar.
Your thoughts on any any of those instances or comment on how ninety particularly is dealing with this or any other brand Oakley -- -- -- that.
There are reasons that a lot of people -- licensing business prefer to work with animated characters.
I see the -- handling this very appropriately and -- we can tell from the outside.
Think it's too soon to the fact that there severing times as severing ties with.
With Oscar in the not at all I think the companies need to act swiftly.
And and it's the uncertainty and uncertainty fuels the crisis.
So they need to take control and as best they can -- And this is how they can -- that -- Thank you so much and I would info -- your ears sites as well you website Jones here at with time communication.
Up on the screen and first you're seeing Lima.
Which is where -- vaccine is the senior vice president of and thank you so much for coming on both the appreciate your time anything connected and I just funny --
Filter by section