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Communicating Through Chaos
- 1. COMMUNICATING THROUGH CHAOS (or “capitalising on current opportunities”)
- 2. íÜÉ worst recession áå=éçëíJï~ê Üáëíçêó>=
- 3. 3 million jobless ìâ=by end 2009 áå=íÜÉ of
- 4. COMPANY LIQUIDATIONS up 51% on ÑçìêíÜ=èì~êíÉê=of 2007
- 6. it’s the end of the world as we know it
- 7. Credit Crunch íÜÉ new breakfast ÅÉêÉ~ä?
- 8. ~í work? clearing away íÜÉ=dead wood êÉÅÉëëáçåë always ÅêÉ~íÉ=winners and ëìêîáîçêë as well as losers... KKKáíë=Darwinism ]=ïçêâ
- 9. tÜ~í is YOUR response ã~âÉ massive êÉÇìÅíáçåë in cost C hunker down áå=íÜÉ=bunker
- 10. áë=íÜáë óçìê=survival mode ÅÜÉÅâ=äáëí? cut out all non-essential spending bring sub-contracted activities in house keep sales volumes up by reducing prices examine your entire organisation to identify areas where you can be more efficient lay people off where you can cut marketing, internal communications, live face to face communication - they slide off the account book easily
- 11. in short, keep your HEAD DOWN, PROTECT your RESERVES, DON'T take any RISKS, WAIT ‘till the MARKET IMPROVES
- 13. ÉîÉå ëìééçëÉÇ Clever business leaders ÖáîÉ=íÜÉ old ADVICE… same
- 14. “KEEP ADVERTISING! consumers MUST be encouraged to spend money áÑ=íÜÉó=HAVE IT or NOT” sir martin sorrel `bl=tmm
- 15. isn't this the old approach that got us into trouble in the first place
- 16. the way forward
- 17. a recession is a time to... ‘re-think’ business model your be very quick and nimble responding to changes
- 18. really?
- 19. john hayes american express cmo in tough times, resist the urge to hunker down & stick with the tried and true innovate constantly be equal parts consumer advocate & visionary establish ‘customer listening posts’ & visit them daily
- 20. really?
- 21. rupert murdoch fast very the ïçêäÇ is changing BIG will not beat small anymore it will be the fast beating the slow
- 22. really?
- 23. steve balmer there's no substitute for innovation of course but, substitute for innovation is no being in touch with customers
- 24. it’s about your people your customers
- 25. challenge... a
- 26. WHEN YOU move or change strategy, everyone in the company move with you must or... just wont’ work! it
- 27. will they?
- 28. or will they...
- 29. get left behind? join a more exciting company? actually care?
- 30. your people are they a powerful resource ready to spring into action and forge a successful future through the recession
- 33. question... a
- 34. do you have a Çóå~ãáÅ & Åçåëí~åíäó=ÉîçäîáåÖ= relationship with your customers that makes them loyal & trust you íÜêçìÖÜ tough times?
- 35. YES, then if the answer is there’s åç=éêçÄäÉã! BUT MAYBE... if you answer
- 36. ...you need to tell them a STORY
- 37. äìÅáÇ can help you write & tell your story to your people your customers (and anyone else you want to influence)
- 38. pf ... and why they are so important
- 39. storiesÁ éÉçéäÉ=äçîÉ=telling Ámake sure it’s YOUR STORY they hear & tell, NOT some fairytale
- 40. Åçãé~åáÉë with åç=ÅäÉ~ê=story íç=íÉää, get talked aboutÁ THEY CAN’T INFLUENCE THE CONVERSATION!!!
- 41. the result is - they are always reacting. this affects…
- 42. brand reputation share price staff motivation
- 43. what can a story do?
- 44. story... ...allows everyone to know the crucial ÚïÜ~íÛ=& ÚïÜóÛ=of the company ...helps give éÉçéäÉ a purpose for work ...is an É~ëó=ï~ó=to package corporate information so most people can êÉãÉãÄÉê=áí
- 45. who needs to hear your STORY?
- 46. staff customers shareholders the disinterested
- 47. ways of telling the STORYÁ
- 48. on-line ÅçããìåáÅ~íáçå=ÅÜ~ååÉäë to be exploited... Blogs Facebook LinkedIn Youtube Twitter MySpace User Forums
- 49. online social networks connect people make conversation possible help in the sharing of personal and professional information
- 50. but it is LOW impact
- 51. face to face communication áë POWERFUL
- 52. _ÉáåÖ in a group, up close and personal can have a profound effect çå çìê feelings and attitudes to ourselves and our work. it’s human natureÁ
- 54. Behavioural economics Ü~îÉ ëÜçïå Üçï people’s expectations C emotions logic and reasoning on directly effect our a daily basisK getting in front of people FACE TO FACE áë=~=POWERFUL way to manage that process
- 55. people behave differently when they are excited or aroused
- 56. on-line ‘places’ do not excite much face to face can excite ~åÇKKK your story does not Átelling have to cost a äçí=çÑ= ãçåÉó
- 57. what can face to face scenarios do for…
- 58. staff áåÑçêã J Üçï=Çç=á=ã~âÉ=áí=Ü~ééÉå ãçíáî~íÉ ÅêÉ~íÉ=ìåÇÉêëí~åÇáåÖ êÉäÉ~ëÉ=áÇÉ~ë C=áååçî~íáçå ÜÉäé=íç=ëéÉÉÇ=ìé=ÅÜ~åÖÉ
- 61. why bother to tell your story to the disinterested
- 62. ÄÉÅ~ìëÉ they areÁ çéáåáçå=ã~âÉêë çåJäáåÉ=C=çÑÑJäáåÉ=ãÉÇá~ äÉÖáëä~íçêë ã~îÉåë new customers Á~äëç=your
- 63. why TALK to lucid
- 64. ÄÉÅ~ìëÉKKK we are experts in creating face to face experiences Ñçê staff, customers, shareholders & anyone else you might want to influence
- 65. lucid storytelling raising heartbeats creating meaning building relationships using language that everyone understands helping people look at the world from a different perspective
- 66. we naturally think about communications in a joined up way making the right messages go further... for less.... ...and having the right effect when they arrive
- 67. want to help our clients to Áwe realise the opportunities that a recession brings for their business... ...and there are MANY ...and we do not believe you need to build Disneyland every time for it to work!
- 68. TALK to lucidKKK KKKto discuss these opportunities with our team call +44(0)20 8795 5222 or email clarity]lucidhome.com www.lucidhome.com
- 69. COMMUNICATING THROUGH CHAOS (or “capitalising on current opportunities”)