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DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
DCA Recognizing The CMOs Role In Crisis
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DCA Recognizing The CMOs Role In Crisis

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While there are …

While there are
impressive tomes on crisis management, we still are littered with
embarrassing reminders of the recurring gap between preparation and
accomplishment. It's time to stop repeating the same mistakes when it
comes to crisis management.

Published in: Business
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  • 1. Recognizing the CMOs Role When It Comes to Crisis How to Protect Your Brand By Dean Crutchfield Associates
  • 2. Crises are particle accelerators for brands that reveal their fragility, asweve recently witnessed with bankrupt banks, tampered-with pizzas,poisoned pistachios, dodgy cookie dough and lethal drugs. While there arimpressive tomes on crisis management, we still are littered withembarrassing reminders of the recurring gap between preparation andaccomplishment. Its time to stop repeating the same mistakes when itcomes to crisis management. Dean Crutchfield Associates
  • 3. It’s what? Thats because CMOs areIts time to recognize the CMOs more in tune withrole in negotiating crises. As socialmedia has enabled consumers to consumers; they are usingmore actively participate in social-media tools tobrands, the CMO arguably now has interact with them, and theyan even greater role to play in can harness those tools in aactivating customer support or time of crisis, turning thoseother mechanisms necessary at atime of crisis. most loyal consumers into brand ambassadors. Here, then, are the four cardinal rules organizations must adhere to when protecting their brands – rules CMOs can and should help deploy through PR and marketing.
  • 4. 1.  Expect  the  best;  plan  for  the   Many  claim  it,  but  few  deliver:  worst.   Johnson  &  Johnsons  $100  million  When  crisis  strikes,  news  and  social   rapid  response  to  the  storied  media  burst  and  formal  statements   contaminated  Tylenol  crisis  in  1982  are  rendered  useless.  Stocks  dont   should  have  prepared  J&J  for  the  have  a  memory-­‐recall  buZon,  but   recent  string  of  major  problems  the  public  do.  The  problem  isnt   from  acetaminophen  overdosing  to  resources;  its  about  managing  the   faulty  heart  parts,  so  (what)  did  we  crisis  with  a  can-­‐do  culture  and   learn?  strong  values  of  trust.       Failing  to  prepare  is  preparing  to   fail.  Capt.  Chesley  Sullenbergers   preparedness  for  the  "Miracle  on   the  Hudson"  was  a  far  cry  from  the   sludge  bank  of  stoic  corporate  puff   supplied  in  the  (delayed)  response   of  US  Airways  CEO  Doug  Parker.    
  • 5. The same rang true for Merckssmoking gun with Vioxx thatdemonstrated how much thecompanys leadership was indisarray. Merck communicatedgreater interest in maintainingtheir $2.5 billion brand than theirvision "to preserve and improvehuman life." Their disdain for thefacts resulted in them taking fourweeks to withdraw Vioxx.Consumers may be forgiving, but acrisis can cost a brandsreputation in a single battering.Novartis now is reeling frominefficiency in its qualityassurance; migraine suffererscount on Excedrin and the supplyhas been broken.
  • 6. 2.  Decentralize  decision-­‐making.  Crises  are  too  quick  for  lengthy  procedures;  you  cant  be  fearful  and  hide  in  bureaucracy.  Mississippi  Powers  success  in  restoring  power  in  12  days  in  the  a]ermath  of  Hurricane  Katrina  was  the  result  of  20  "storm  directors"  with  crystal-­‐clear  assignments  and  a  phone  directory  of  people  who  could  get  things  done,  something  LIPA  (Long  Island  Power  Authority)  clearly  overlooked  and  ConEd  lacked.  As  Katrina  Storm  Director  Robert  Powell  said,  "If  you  dont  know  what  youre  supposed  to  do,  the  manual  is  not  going  to  help  you  now."    
  • 7. Mattel had experienced 28 A similarly integrated,product recalls prior to its lead- multiplatform response strategypaint scare in 2007. When that resulted in favorable customernews broke, a team of 16 opinion to Nestlés immediate action to withdraw its Toll Houseopened all lines of cookie-dough brand following acommunication with 300 media contamination several years ago,channels, and its CEO, Robert but that two way streetEckert, made 14 TV disappeared with Nestlés foolishappearances and 20 calls to foray into defending a bad policyjournalists in one day – a model over the fairness of its Palmfor decentralized decision supply chain. As that casemaking. demonstrated, the Fortune 100 favor Twitter (with caution) as a key communication tool, according to a study by Burson Marsteller.
  • 8. As social media becomesubiquitous and customersparticipate more, the role of theCMO is crucial in crisis astheyre able to inculcate socialmedia to empower customersto play a key role.Take some airlines, for exampleimmediately posting updateson Twitter as a delayed planeslanded or Jet Blue waivingcancellation fees duringHurricane Sandy illustratingthe ability to handle theurgency of crisiscommunication.
  • 9. 1.  Expect  the  best;  plan  for  the   Many  claim  it,  but  few  deliver:  worst.   Johnson  &  Johnsons  $100  million  When  crisis  strikes,  news  and  social   rapid  response  to  the  storied  media  burst  and  formal  statements   contaminated  Tylenol  crisis  in  1982  are  rendered  useless.  Stocks  dont   should  have  prepared  J&J  for  the  have  a  memory-­‐recall  buZon,  but   recent  string  of  major  problems  the  public  do.  The  problem  isnt   from  acetaminophen  overdosing  to  resources;  its  about  managing  the   faulty  heart  parts,  so  (what)  did  we  crisis  with  a  can-­‐do  culture  and   learn?  strong  values  of  trust.       Failing  to  prepare  is  preparing  to   fail.  Capt.  Chesley  Sullenbergers   preparedness  for  the  "Miracle  on   the  Hudson"  was  a  far  cry  from  the   sludge  bank  of  stoic  corporate  puff   supplied  in  the  (delayed)  response   of  US  Airways  CEO  Doug  Parker.    
  • 10. 3. Respond Boldly However, rest assured, when youMarshalling a crisis team and a need an ambitious, audacious andresponse plan are critical, imaginative response, being forcedincluding weighing the need for on ineffective policies by someautonomy over the preferred species of corporate bureaucratunified leadership approach. creates a morass.Citigroup was the largest U.S.bank prior to the meltdown – it’snumber 3 today and its fall fromgrace along Vikram Pandit wasaccelerated by Director RobertRubins "probabilistic" approach todecision-making that clearlymisrepresented the severity ofCitis exposure to the crisis thatbroke the brand and the bank.
  • 11. 3. Respond BoldlyDuring Katrina, with the cash economy broken, MississippiPowers head of marketing helped instigate a bartering system:electricity for fuel supplies with Chevron, consequently supplyingthe Eastern United States and Gulf coast with fuel.Evidently, the more you want to achieve, the more you achieve aswas the case during Sandy - many a proud hand lifted in tearjerking relief as fuel trucks from across the land rolled into NJand NYC.
  • 12. 4. Check, test, check, test. meager 20 minutes and thenBrand integrity is compromised swiftly moved on to discussthrough fear. Studies show that their image and the hiring of acompanies that handled a brand consultant! Bad news iscatastrophe well have recovered good news to the prepared.and even exceeded pre- When you need to be big, strongcatastrophe stock price. In a and fast and mobilize a massive,crisis, fear is often the sweeping redistribution ofcompanys first reaction and it information to the public, hideculminates in either a lack of nothing and tell all – you don’tcompassion and/or stubborn need a brand consultant to tellrefusal of the facts. Whether it’s you that, just ask Chris Christie,stubbornness over the running of New Jersey’s Governor.the NYC Marathon or “Don’tfiddle with things when Rome isburning” – for which LIPA are thenew text book case; holding a‘special’ 2 hour hurricane meeting,but only ‘talk’ about Sandy for a
  • 13. Dean Crutchfield Associates Sell More, Seize More, Win More Growth Advisors Dean Crutchfield Associates
  • 14. Seize More Opportunity Brand Strategy Team Building Personal Branding Brand Building Business Activation Sell More Services Selling Presentation Skills Ambition Planning Pitch Forum Win More Business Sharpen Offers New Business 101 Pitch Boot Camp Growing Clients Pitch DoctoringDean Crutchfield Associates
  • 15. Delivering Your Best Case & Winning Face Dean Crutchfield Associates
  • 16. If You Don’t Like Selling You’ll Enjoy Irrelevance Even Less Dean Crutchfield Associates
  • 17. In the pursuit of opportunity without regard to resources held, Dean Crutchfield has targeted and won millions in new fees from the world’s leading brands. By convincing senior executives at Fortune 500 companies on brand architecture, portfolio rationalization, go-to-market brand strategies, product and business innovation, Dean Crutchfield has directly helped clients generate billions in new business growth.Dean Crutchfield Associates
  • 18. Armed with rich content, deep knowledge, 2x2 matrices and a white board, we rapidlycreate targeted, multi-channel growth programs that generate immediate Impact Dean Crutchfield Associates
  • 19. What DCA Delivers Achieving growth For ambitious leaders who are driven to grow fast Creating new business Orchestrating and activating accelerated outreach programs Building efficiencies Rapidly sourcing the best talent for the business   Improving margins Rallying teams behind the brand and go-to-market strategy Boosting win rates Delivering your best case and winning face forward    Dean Crutchfield Associates
  • 20. Working with DCA Catalyzing top line growth for clients is what we thrive on: delivering your best case and winning face, encourage your people to move the needle north and sharpen the product offering. DCA (Dean Crutchfield Associates) achieve growth for clients by tailoring brand-led techniques that are uniquely participant centered. We guarantee results. Whether it’s a better pitch, winning new mandates, a better team or more fees, you will find our fee in your business within weeks. DCA programs have been thoroughly tested and proven with start-ups and the world’s greatest brands, uniquely adding immediate value. When you hire DCA, you get results. If you have the right people attend the sessions and complete all of your committed decisions and pilot initiatives and are still not satisfied or seeing results by the agreed time frame, we will coach and advise you free until you do!Dean Crutchfield Associates
  • 21. Working with DCA By deploying real world strategies and hands-on collaboration to inspire teams we create content backed by actions that will assure you of seizing every good opportunity, selling more services and winning new business. For 20 years Dean Crutchfield has advised the worlds most iconic brands, built businesses, created new companies, opened international offices and spoken about the role of brands at Duke, Kellogg, Wharton and the Google Speaker Series. He has made appearances on all major TV news networks, commentary in the global press, editorials in major business publications and is a Contributor to Forbes. With a proven ability to inspire and push the boundaries beyond the notion of what was thought possible, DCA excel with clients who are looking to run fast, led by CEOs, CMOs, entrepreneurs and executive teams eager to capture dominant levels of success.Dean Crutchfield Associates
  • 22. Global Client Experience Aviva* McKinsey BP Metsä Serla* BT* Nomura* BSkyB* PepsiCo Camper & Nicholson PG&E Carter’s Pitney Bowes Cellcom* RBS* CITI Scanfinest* Comcast Shell“Dean always cuts to the core of what needs General Electric Smirnoffto be done and said. He helps bring clarity and Kraft Staplesprovides value by being an outsider with noagenda, so he can help you stand back and see Fila Sunglass Hutthings from different perspectives. Frito-Lay TargetDean helped us think through solutions and Littlewood’s* Tower of London*then form the best way to present those McDonald’s Warburg Pincussolutions in a persuasive and compelling way.” M50 WGM*References upon request * Overseas Project Dean Crutchfield Associates  
  • 23. LET’SGROW Dean Crutchfield Associates
  • 24. Contact: Dean@deancrutchfield.com +1 917 239 3303333 East 34th Street, Ste 15A/B, New York, NY 10016 Dean Crutchfield Associates
  • 25. Dean Crutchfield Associates Sell More, Seize More, Win More Growth Advisors Dean Crutchfield Associates

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