It’s as predictable as lightning; crisis will hit companies. How you prepare and prevent or handle and resolve crisis makes the difference
New York, NY (Vocus) May 14, 2010
Ridgefield, CT – “Preparing for crisis can help avert it,” says Brian Dobson, of Dobson Communications, a public relations firm expert in brand building and CrisisPR.
“BP in oil, Mattel in toys, Goldman Sachs in finance and Toyota in automobiles show being an industry leader requires more than adding quarterly profits, and entails consistent continuing attention to detail and review of products, policies, actions and decisions to take corrective measures before somewhat predictable problems arise,” said Dobson.
“Now, BP’s wellhead is gushing oil from the floor of the Gulf of Mexico after the Transocean rig explosion caused loss of life before it sank; two years ago some Mattel toys had leaded paint and dangerous magnets," he said.
Dobson added, "Recently some Goldman Sachs financial actions caused economic turmoil and over the past 18 months the previously stellar Toyota reputation got hit by unreported breaking and gas pedal problems. Each crisis hit hard and the companies responded with weakly at first,” he said.
“Bottom line, the financial resources of major companies somewhat assures that most recover from major crises, but reputations take major punishment in the process,” Dobson noted.
“BP and Goldman Sachs are just recent top crises that all too frequently hit the news in a variety of industries that should be better self-regulating to help prevent need for expanding government agencies to always do the job,” he added.
“In Dobson Crisis-Arc™ the movement of crisis can be forecast in part. When a major problem hits, supplier and distributors need to be calmed, customers are outraged, regulators call hearings, Congressional Committees call CEOs to testify, and brand damage is done and needs to be rebuilt,” he added.
“Importantly, at DobsonPR.com we have helped prepare firms for crisis and in the process of effective Crisis PR and issues management planning can identify potential problems that get addressed to prevent problems,” said Dobson.
“It’s as predictable as lightning; crisis will hit companies. How you prepare and prevent or handle and resolve crisis makes the difference,” added Dobson, a former journalist who industries from oil to finance and entered PR at the New York Stock Exchange during crisis years and subsequently headed PR at two companies, including a Fortune 50, before forming DobsonPR.com. He has managed Crisis PR on many occasions.
“Taking a hard look at your business, in each area, and uncovering the predictable problems, preparing responses and planning corrective actions, often uncovers difficulties that get solved before they become major problems,” said Dobson, who served on the Crisis Committee of a top tier company formerly called American Brands, with products from tobacco and insurance to food and alcohol.
Based in Ridgefield, Connecticut, and online at http://www.DobsonPR.com, Dobson Communications has managed a variety of brand building PR campaigns in several sectors, from toys and food to licensing and high tech. DobsonPR has also handled PR in major crises for companies including a tobacco firm in the UK, a major Japanese pharmaceutical and nutritional products company, Japan’s lead supplier of blood, a major US food company and other clients in crisis situation, in addition to marketing and brand building PR. For information contact Barbara Green at 203-894-9240 or Barbara_Green (at) DobsonPR (dot) com.
© Brian Dobson 2010
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