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Social Crisis team as part of existing PR Crisis Team – round tableTraditional PR crisis team: Team leaders, communication liaison, spokesperson, legal team, operations liaisonNew additions to the team: Listening lead, community manager, content producer, search expert
If we zoom in on our planning framework, we see the key building blocks of our programs…Creating remarkable content that drives communities to advocate and take action while we engage the right influencers to spread the word….
Oxford Metrica’s runs a database of 1000 Global companies with crisis events going back more than 20 years. By stripping out market-wide factors and risk-adjusting returns, OM creates a clear measure of firm-specific impact called the Value Reaction. Companies in crisis fall into two distinct groups—Winners and Losers. Winners on average lose approximately 3% of their share value right out of the gate, while Losers typically lose around 12%. What’s happening very early on is that the market is beginning to judge whether a firm is likely to sustain its ability to generate cash flow in the future once the crisis is past. What we see here is that by the 50th trading day the average cumulative impact for the Winners is 5%—in other words the company has actually gained value. The Losers remained more or less flat between days 5 and 50 but suffer a net negative cumulative loss of more than 15% up to a year out.What we see is that Winners that have a lot of reputational credit in the bank become strong Winners. Companies that don’t recover value efficiently following a crisis become extreme Losers. So it’s the magnitude of an organization’s reputation equity that is responsible for how wide the gap is between Winners and Losers.There are two sets of expectations and perceptions at work here. The first is the immediate estimate of the economic loss caused by the crisis. The market forms a collective opinion of this loss and adjusts prices accordingly. While this is often mitigated by whatever insurance the company has to cover costs, insurance can only do so much. The second set has to do with management’s perceived ability to deal with whatever the crisis is. As the market takes stock of how the situation and the enterprise are being managed under stress, it is re-assessing the firm’s future cash flows in terms of both magnitude and confidence, which has tremendous implications for reputation equity and shareholder value.