By Hill & Knowlton China - Managing Your Brand and Corporate Reputation During Hard Times

1. MANAGING YOUR BRAND AND
CORPORATE REPUTATION
DURING HARD TIMES
Hill & Knowlton China
Recession Communications Offering

2. 2008 CRASH
The current 2008 global financial crisis has hit with speed and
severity. This situation is made all the more challenging because its
impact is global and falls directly on the consumer.
China may be on stronger footing than most countries, but it’s by no
means immune.
During this downturn, many companies will suffer, but those brands
who keep talking will suffer less than those who remain silent.
While budget cuts may be inevitable, they are definitely not the only
way to save your business.
Things we have learned from previous periods of uncertainty
While budget cuts may be inevitable,
they are definitely not the only way
to save your business.

3. THE CENTRAL QUESTION
“So, what role do communications play
in managing a brand/company during a
recession?”
Things we have learned from previous periods of uncertainty
Everyone recognizes that now is a time to look at the
bottom line, but we also believe that this is a time to
re-look at your marketing mix. Even if it means you
need to spend, then spend more efficiently.

4. SOME KEY POINTS
Communication is an active process.
Communication is focused, tactical and strategic risk-taking. And it’s
also measured. Communication is about building brands, growing
shares and sustaining a leadership position in any economic cycle.
The following considerations are all important factors when developing
communications to guide your brand/company through the recession
and beyond.
Standing still is not an option
.

5. POINT ASSESS YOUR THREATS
ONE AND STRENGTHS
Economic downturns present the unique opportunity to step back and
reassess your company in a new light.
By focusing on your primary objectives and not clouding the issues,
you will be in a better position to quickly and effectively respond to
new developments.
Know what you’re up against by running a risk audit
Can you develop a plan that analyzes the risks that your company
faces and create potential issue scenarios?
Can you regularly monitor the media to know what the public thinks?
Can you hold internal brand communication workshops to reassess
your strategy and determine if changes are needed?

6. POINT KEEP TALKING
TWO
In any relationship, if one party stops the dialogue, the other moves
on. In a recession, people do not stop buying; they just buy carefully, in
a more deliberate and well-informed manner. What if they hear
nothing from you?
Take advantage of the general decrease in marketing investment to
better guide the dialogue and stand above the rest.
Don’t stop communicating, proactively reach out to the media
Can you maintain relationships by managing expectations and not
making too many promises?
Can you communicate regularly with the media to keep reinforcing
your message while being honest, confident and direct?
Can you let your customers know what challenges you face and how
they will be overcome?

7. POINT LEADERS MUST BE
THREE FRONT AND CENTER
No one wants to see a leader back down in a time of crisis – and this
is especially true at the top level. Leaders who are visible and available
for face-to-face discussions provide reassurance and send out a
strong signal of confidence.
Displaying leadership at all levels can also demonstrate organizational
focus, providing an early feedback mechanism that can quash rumors
before they take hold.
Profiling and positioning your CEO as an industry thought leader
In times when leadership is less visible, are you prepared to step up
and take a commanding role in your industry?
Can you distinguish yourself enough from others to put your company
on a solid footing for the post-recession future?

8. POINT FOCUS ON YOUR
FOUR STAFF
The impact on your staff will be larger than you might think. Staff
members are the first to worry their companies’ fate during a
recession.
Your people are the most valuable asset in surviving a recession.
Companies do not innovate, people do. Companies do not create a
brand experience, people do. Companies may survive recession, but
only because its people made the right decisions.
Use internal communications to keep employees informed,
motivated and focused
Can you communicate with your staff about the current situation to
restore confidence?
Can you effectively use internal communications to keep your staff
informed, motivated and working together in a way that will impress
customers?

9. POINT FOCUS ON THE
FIVE INFLUENCERS
The smartest and most cost-efficient way to spend your money in
communication is to leverage the key influencers. If companies want
the most mileage out of their communications during this challenging
time, new technologies and channels are the best way to identify and
engage small groups with far-reaching influences.
By winning over key influencers, companies can reach whole
communities at a relatively low expense. In the digital age, one
customer can quickly become a billion.
Embracing new technologies to engage communities
Can you map out your key stakeholders? Who are the opinion leaders
in your industry and which can best help you meet your objectives?
Can you use new technologies (online media and social networking
tools) to engage them?

10. POINT MAKE CREATIVITY A
SIX TOP PRIORITY
We believe that creative execution is one of the biggest determining
factors in the success of a campaign. We also know that most of the
best marketing campaigns that have yielded the best results were
created in response to difficult times and/or a tough economic climate.
More difficult economic conditions must be met with increased
creativity. Remember that the idea behind the campaign is more
important than the allocated budget.
Those companies unafraid to innovate will be the market leaders after
the downturn.
Make creativity a top priority in your communications and business
at large

11. RECESSION
COMMUNICATIONS OFFERING
You cannot control the economy, but you can be prepared to
handle it. We can help you build a solid foundation through the use
of issues management and crisis communications plans.
Every company and industry is unique. However, there are some
guidelines in a recession which are essential considerations for the
management of any brand:

12. OFFER MAPPING OUT KEY INFLUENCERS TO
ONE PRIORITIZE THEIR IMPORTANCE
OUR OFFER : DEVELOPING AN INFLUENCER NETWORK ANALYSIS
RATIONALE
• By identifying key opinion leaders that share your priorities, you
can develop strategic and tactical moves to begin a dialogue with
and influence them.
OBJECTIVES
• Identify key opinions leaders, primary and secondary influencers
of public opinion, and the issues that generate the most traction
with specific media outlets and reporters. An successful network
analysis can help to discover the people who drive coverage
• Develop key influencer and opinion leader programs, and
spokesperson initiatives.

13. OFFER BETTER ASSESSING THE RISKS AHEAD
TWO AND DEVELOPING RESPONSES
OUR OFFER : CONDUCTING AN ISSUE MANAGEMENT WORKSHOP
OBJECTIVE
• Identify the major issues and challenges that may be faced in the months
ahead and develop solutions to address and overcome those challenges.
PROCESS
• Gather input from the crisis communications team in a formal half-day
workshop. This session will explain in depth the vital role the crisis
communication team plays in real-world scenarios.
• Map out key stakeholders according to their importance and positions on
various issues. Issues will then be discussed, and ideas for strategies and
tactics will be brainstormed in break-out sessions.
• The team will then draft guidelines for appropriate responses, creating
templates which will be included in the draft of the crisis communications
plan.

14. OFFER PROTECTING YOUR CORPORATE
THREE REPUTATION AND BRAND
OUR OFFER : DEVELOPING A CRISIS COMMUNICATIONS PLAN
RATIONALE
• A crisis communication plan is an essential part of being prepared to
manage an issue or a crisis during uncertain times.
OBJECTIVES
• Assign roles and responsibilities to crisis communications team members
along with guidelines and a response structure.
• Develop contact sheets for the crisis communications team, media and
stakeholders as well as holding statement templates and potential
questions and answers to address various scenarios.
• Collate all applicable guidelines and procedures into a formal document
and develop checklists for easy reference.
• Create a simulated crisis situation involving various stakeholders to test the
effectiveness of the crisis communications team and your crisis
communications plan.
• Review and revise the plan according to the results of the simulation.

15. OFFER PROTECTING YOUR CORPORATE
THREE REPUTATION AND BRAND (Cont’d)
OUR OFFER : DEVELOPING A CRISIS COMMUNICATIONS PLAN
PROCESS
• Phase One: Issue management workshop (Step 2)
• Phase Two: Crisis communications plan development
Using the information, messages and responses identified in the issues
management workshop, we will develop a formal plan for your
company. This plan will include message structures, press-release
templates and identify stakeholders for the most threatening scenarios.
• Phase Three: Desk-top simulation
A desk-top crisis simulation exercise, developed by Hill & Knowlton, will
give team members first-hand training in implementing the plan and
testing its effectiveness. Necessary changes will be identified and a
debriefing session after the simulation will allow team members to
freely voice any concerns, so that they may be considered and
integrated into the plan if necessary.

16. OFFER RAZOR-SHARPENING YOUR
FOUR MESSAGES
OUR OFFER : RUNNING A KEY MESSAGE WORKSHOP
RATIONALE
• In a recession, your stakeholders will be reading a lot, often too much,
into every word and deed. Messaging must be crystal clear so you can
maintain control over your master narrative.
OBJECTIVE
• Uncover and develop powerful messages that can explain what your
company stands for in compelling language and effectively connect with
your stakeholders.
PROCESS
• Gather input from the entire team in a formal half-day workshop
environment. Sharpened key messages in response to the downturn will
be brainstormed during the session.
• The words and phrases you will use in media releases, interviews and
other materials will be based on your new key messages.

17. OFFER EMPOWERING YOUR SPOKESPERSON
FIVE
OUR OFFER : RUNNING A CRISIS AND SPOKESPERSON TRAINING
OBJECTIVE
• To empower your key spokesperson to properly handle the news
media and other important stakeholders during hostile interview
situations and challenging times.
• Using an issue-based crisis scenario to provide a context for media
handling techniques as well as creating the attitudinal shift required to
develop more effective spokespeople.
PROCESS
• Participants are trained in specific, proven techniques for high-
pressure media handling.
• We will work with your communications team to identify key
threats/issues to develop a scenario based upon real issues. The
scenario will be used at the training to serve as a context for learning
the techniques.

18. WANT TO KNOW
MORE ABOUT US?

19. H&K CHINA
PROFILE
FIRST PR AGENCY to establish a presence in China in 1984 with
the opening of our Beijing office
3 OFFICES : SHANGHAI, BEIJING, GUANGZHOU
We have also established a physical presence in Chengdu,
Shenyang, Jinan, Nanjing, and Wuhan
OVER 200 bi-lingual consultants
CO-FOUNDER OF THE MARKETING GROUP OF CHINA
The Marketing Group of China is a non-profit, invitation-only club
created especially for top marketing executives from major Chinese
companies and multinationals operating in China
COMMUNICATIONS CONSULTANCY FOR BEIJING 2008
A global network of consultants has provided strategic
communications counsel and media relations support for the Beijing
2008 Olympic Games

20. WE ARE THE
COMPANY THAT …
Helped promote a positive image of Beijing 2008
Helped clients from different sectors prepare for, manage
and recover a wide variety of crises from plant explosions to
product recalls and corporate restructuring.
Provided expert professional media and spokesperson
training to 84 senior Chinese officials from China's State
Council Information Office.
Provided crisis and issue management training to more than
20 companies over the past two years

21. OUR MAIN
SERVICES
CORPORATE MARKETING RECESSION ISSUES & CRISIS
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS OFFERING MANAGEMENT
CHANGE & INTERNAL PUBLIC AFFAIRS BUSINESS TO BUSINESS DIGITAL
COMMUNICATIONS COMMUNICATIONS COMMUNICATIONS

22. CO-FOUNDER
OF THE MGOC
The Marketing Group of China is a non-profit, invitation-only club
created especially for top marketing executives from major
Chinese companies and multinationals operating in China. It
provides a unique platform for the industry’s best marketers to
share ideas, concerns and best practice via face-to-face and
online meetings
The Marketing Group of China is founded by Hill & Knowlton and
The Kantar Group in 2008
www.marketingroupofchina.com

23. OUR GLOBAL OUTREACH
USA Europe, Middle East, Africa Canada Latin America Asia Pacific
Austin Amsterdam London Calgary Buenos Aires Bangkok
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Dallas Berlin Milan Quebec City San Juan Guangzhou
Houston Brussels Moscow Toronto Santiago Hong Kong
Irvine Budapest Munich Vancouver Sao Paulo Kuala Lumpur
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Miami Copenhagen Paris Shanghai
New York Doha Prague
Portland Dubai Riga Singapore
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Seattle Frankfurt Rome Tokyo
Spokane Helsinki Stockholm
Tallahassee Jeddah Tallinn
Tampa Kuwait City Warsaw
Washington DC Lisbon
Work for over 180 Established in 1927
73 offices in Over 30 Over 2,000
companies of the as the first PR
41 countries affiliate offices people
Fortune 500 agency

24. OUR COMMITMENT
1 MEASURABLE brand
and business outcomes
2 POWERFUL IDEAS that
deliver TANGIBLE IMPACTS
3
Campaigns that INSPIRE
and SHAPE BEHAVIOUR
THE BEST TEAM for every
client assignment at all times
5 A COLLABORATIVE approach
which DELIVERS your business
and communications objectives

25. FOR FURTHER INFORMATION,
PLEASE CONTACT
MARC-OLIVIER ARNOLD
Campaign Strategist
Hill & Knowlton Shanghai
Hill & Knowlton Shanghai
989 Changle Road
28 F, The Center
Shanghai 200031
P.R.C.
T: +86 21 5109 7070
marc.arnold@hillandknowlton.com.cn
www.hillandknowlton.com.cn