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.

1. Recognizing the CMO's 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, as
we've recently witnessed with bankrupt banks, tampered-with pizzas,
poisoned pistachios, dodgy cookie dough and lethal drugs. While there ar
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.
Dean Crutchfield Associates

3. It’s what? That's because CMOs are
It's time to recognize the CMO's
more in tune with
role in negotiating crises. As social
media has enabled consumers to consumers; they are using
more actively participate in social-media tools to
brands, the CMO arguably now has interact with them, and they
an even greater role to play in can harness those tools in a
activating customer support or
time of crisis, turning those
other mechanisms necessary at a
time 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.

6. 1.
Expect
the
best;
plan
for
the
Many
claim
it,
but
few
deliver:
worst.
Johnson
&
Johnson's
$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
don't
should
have
prepared
J&J
for
the
have
a
memory-­‐recall
buZon,
but
recent
string
of
major
problems
the
public
do.
The
problem
isn't
from
acetaminophen
overdosing
to
resources;
it's
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
Sullenberger's
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.

7. The same rang true for Merck's
smoking gun with Vioxx that
demonstrated how much the
company's leadership was in
disarray. Merck communicated
greater interest in maintaining
their $2.5 billion brand than their
vision "to preserve and improve
human life." Their disdain for the
facts resulted in them taking four
weeks to withdraw Vioxx.
Consumers may be forgiving, but a
crisis can cost a brand's
reputation in a single battering.
Novartis now is reeling from
inefficiency in its quality
assurance; migraine sufferers
count on Excedrin and the supply
has been broken.

8. 2.
Decentralize
decision-­‐making.
Crises
are
too
quick
for
lengthy
procedures;
you
can't
be
fearful
and
hide
in
bureaucracy.
Mississippi
Power's
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
don't
know
what
you're
supposed
to
do,
the
manual
is
not
going
to
help
you
now."

9. Mattel had experienced 28 A similarly integrated,
product recalls prior to its lead- multiplatform response strategy
paint scare in 2007. When that resulted in favorable customer
news broke, a team of 16 opinion to Nestlé's immediate
action to withdraw its Toll House
opened all lines of
cookie-dough brand following a
communication with 300 media contamination several years ago,
channels, and its CEO, Robert but that two way street
Eckert, made 14 TV disappeared with Nestlé's foolish
appearances and 20 calls to foray into defending a bad policy
journalists in one day – a model over the fairness of its Palm
for decentralized decision supply chain. As that case
making. demonstrated, the Fortune 100
favor Twitter (with caution) as a key
communication tool, according to
a study by Burson Marsteller.

10. As social media becomes
ubiquitous and customers
participate more, the role of the
CMO is crucial in crisis as
they're able to inculcate social
media to empower customers
to play a key role.
Take some airlines, for example
immediately posting updates
on Twitter as a delayed planes
landed or Jet Blue waiving
cancellation fees during
Hurricane Sandy illustrating
the ability to handle the
urgency of crisis
communication.

11. 1.
Expect
the
best;
plan
for
the
Many
claim
it,
but
few
deliver:
worst.
Johnson
&
Johnson's
$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
don't
should
have
prepared
J&J
for
the
have
a
memory-­‐recall
buZon,
but
recent
string
of
major
problems
the
public
do.
The
problem
isn't
from
acetaminophen
overdosing
to
resources;
it's
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
Sullenberger's
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.

13. 3. Respond Boldly However, rest assured, when you
Marshalling a crisis team and a need an ambitious, audacious and
response plan are critical, imaginative response, being forced
including weighing the need for on ineffective policies by some
autonomy over the preferred species of corporate bureaucrat
unified leadership approach. creates a morass.
Citigroup was the largest U.S.
bank prior to the meltdown – it’s
number 3 today and its fall from
grace along Vikram Pandit was
accelerated by Director Robert
Rubin's "probabilistic" approach to
decision-making that clearly
misrepresented the severity of
Citi's exposure to the crisis that
broke the brand and the bank.

14. 3. Respond Boldly
During Katrina, with the cash economy broken, Mississippi
Power's head of marketing helped instigate a bartering system:
electricity for fuel supplies with Chevron, consequently supplying
the Eastern United States and Gulf coast with fuel.
Evidently, the more you want to achieve, the more you achieve as
was the case during Sandy - many a proud hand lifted in tear
jerking relief as fuel trucks from across the land rolled into NJ
and NYC.

17. 4. Check, test, check, test. meager 20 minutes and then
Brand integrity is compromised swiftly moved on to discuss
through fear. Studies show that their image and the hiring of a
companies that handled a brand consultant! Bad news is
catastrophe well have recovered good news to the prepared.
and even exceeded pre- When you need to be big, strong
catastrophe stock price. In a and fast and mobilize a massive,
crisis, fear is often the sweeping redistribution of
company's first reaction and it information to the public, hide
culminates in either a lack of nothing and tell all – you don’t
compassion and/or stubborn need a brand consultant to tell
refusal 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’t
fiddle with things when Rome is
burning” – for which LIPA are the
new text book case; holding a
‘special’ 2 hour hurricane meeting,
but only ‘talk’ about Sandy for a

18. Dean Crutchfield Associates
Sell More, Seize More, Win More
Growth Advisors
Dean Crutchfield Associates

19. 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 Doctoring
Dean Crutchfield Associates

20. Delivering Your Best Case &
Winning Face
Dean Crutchfield Associates

21. If You Don’t Like Selling You’ll
Enjoy Irrelevance Even Less
Dean Crutchfield Associates

22. 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

23. Armed
with rich content, deep
knowledge, 2x2 matrices
and a white board, we rapidly
create targeted, multi-channel
growth programs that
generate immediate
Impact
Dean Crutchfield Associates

24. 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

25. 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

26. 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
world's 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

27. 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 Smirnoff
to be done and said. He helps bring clarity and Kraft Staples
provides value by being an outsider with no
agenda, so he can help you stand back and see Fila Sunglass Hut
things from different perspectives. Frito-Lay Target
Dean helped us think through solutions and Littlewood’s* Tower of London*
then form the best way to present those McDonald’s Warburg Pincus
solutions in a persuasive and compelling way.”
M50 WGM
*References upon request
* Overseas Project
Dean Crutchfield Associates

28. LET’S
GROW
Dean Crutchfield Associates

29. Contact: Dean@deancrutchfield.com +1 917 239 3303
333 East 34th Street, Ste 15A/B, New York, NY 10016
Dean Crutchfield Associates

30. Dean Crutchfield Associates
Sell More, Seize More, Win More
Growth Advisors
Dean Crutchfield Associates