BUSINESS CLINIC


answer is by learning from history and believing that almost every crisis can be used to change the way you do business for the better.


Take, for example, a faulty product. Something about it is off and it’s attracting criticism on social media. Perhaps there are some fears over its safety. From washing machines to car parts, this isn’t an unknown phenomenon. How can you use it to tell a better story?


First and foremost, take the issue seriously and see it from a customer’s point of view. Recognise that if you have a great reputation you already have credit in the bank. Draw on that credit and don’t be afraid to engage with your public. Second, if you need to, say sorry. Be more Branson and less Hayward. Passing blame and refusing to take responsibility chips away at trust. This is the perfect opportunity to show your human face. This is the perfect opportunity for your CEO to talk directly to the people who matter most: your customers. There is publicity, there is a chance to show you care and a chance to move the story on, on your terms.


There’s also the chance to be clever with your messaging, turning bad news into


an opportunity to talk about business in a positive light. Talk about how quickly you responded, talk about the measures you’ve put in place to deal with the issue and how you’ve changed your processes.


Take KFC as an example. In 2018, they ran out of chicken. Hungry customers across the UK and Ireland were left open mouthed, hungry and angry. The KFC PR team jumped into action with some brilliant adverts in newspapers and on their own website immediately owning their mistake, rearranging the letters to spell FCK. They set up a page allowing customers to check the chicken status of their nearest restaurant and, perhaps most impressively, managed to demonstrate that they were human and knew exactly the kind of apology that would make customers smile and move on from the situation quickly.


Perhaps the biggest takeaway here is that KFC knew their customer. They knew something funny and a little quirky would cover over a multitude of sins. They knew how much their British and Irish customers would like the cheeky wording, while also being present to deal with complaints and inquiries.


Perhaps the biggest takeaway here is that KFC knew their customer. They knew something funny and a little quirky would cover over a multitude of sins."


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The opportunity to reveal a human, playful character was a blessing in disguise and indeed some would say a masterclass in crisis planning. And this brings us to the nub: planning. If you’re planning on being a success, then you need to plan for when that success falls by the wayside.


Spend some time planning your worst-case scenarios. See them from the viewpoints of both your business and your customers, and then decide how you can achieve the twin goals of minimising damage and reframing the story. Remember that reality is just perception, so make your reality one that chimes with your customers and turns a crisis into an opportunity.


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