Baltic PR Awards 2011: Integrated crisis communications during the Icelandic ash crisis in 2010
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Baltic PR Awards 2011: Integrated crisis communications during the Icelandic ash crisis in 2010

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Integrated crisis communications during the Icelandic ash crisis in 2010

Integrated crisis communications during the Icelandic ash crisis in 2010
Hamburg & Partners; EE
ISSUES AND CRISIS MANAGEMENT

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Baltic PR Awards 2011: Integrated crisis communications during the Icelandic ash crisis in 2010 Baltic PR Awards 2011: Integrated crisis communications during the Icelandic ash crisis in 2010 Presentation Transcript

  • Integrated crisis communications during the Icelandic ash crisis in 2010 Indrek Raudjalg Managing partner May 19, 2011
  • Eyjafjallajökull 06/16/11
  • Summary of crisis
    • First closed airports on April 15, but in Estonia the situation escalated into full crisis on April 16 when TLL airport (together with most Europe) was closed
    • Crisis lasted until April 21
    • 53% or 100 000 flights cancelled in Europe
    • Total damage to world economy ~5 b n USD (according to Oxford Economics analysis)
    • Other characteristics of crisis :
      • Peak on weekend
      • 30 Estravel employees on business-trip to Italy
      • 1/3 of our staff grounded in Berlin
    06/16/11
  • Main problems for clients
    • Stuck in (developing) countries or airports ;
    • Need to change or refund the tickets ;
    • Lack of info ;
    • No money for extra expenses;
    • Hotels taking advantage;
    • Small children;
    • Prescription drugs etc.
    • No customer service can guarantee quality service in such conditions.
    06/16/11
  • The initial communication strategy
    • Reduce the work of front-line staff by providing info to clients through external communication channels and media
    • Launch public 2-way communication with clients to reduce the tension and group similar questions
    • In messages concentrate on helping and advising instead of “head counting”
    • Use trade association for communicating potentially negative messages
    • Activate public sector to take some of the “heat” at them
    • Advocate clients in relations with airlines and insurance companies
    • Take advantage of crisis: increase the company role as industry (opinion) leader
    • Be a positive example of the industry
    06/16/11
  • Communication activities
    • Webpage/blog/listmail
      • Crisis Blog with regularly updated info
      • “ Instruction manual” for those who are abroad
      • Responding to comments and inquiries
    • Facebook and Twitter
      • Regular posts about situation
      • Intermediation of travel possibilities
      • Real-time correspondence and answers to questions
    • Media
      • Proactive approach with aim to promote in media the topics that are jamming the client service phone and e-mail
      • Operative reactive media relations
    • Cross-promotion between communication channels
    • Contacts with authorities
    06/16/11
  • 06/16/11
  • “ Well done, MoF! ” 06/16/11
  • Media coverage in main national channels 06/16/11
  • Documented results
    • Economic success:
      • Estravel’s annual (2010) sales rose 5% despite falling market
      • Immidiate effect on sales: 12% in May 2010, 16% in June 2010
    • Feedback from clients: NPS score rose to 64%
    • Number and quality of media coverage:
      • Estravel achieved 2,3 times more clippings than 4 of its largest competitors together
      • The tone of coverage: while all other market players were only reporting damages, Estravel provided recommendations and solutions
    • Estravel’s communication was awarded as Best Private Sector Project 2010 in Estonian Annual PR Awards
    06/16/11
  • Thank you!
    • Communications Bureau Hamburg & Partners
    • Tel: +372 611 0105
    • E-mail: [email_address]
    • Web: www.hamburg.ee
    • Office: Roosikrantsi 2, 10119 Tallinn, Estonia
    06/16/11