Crisis management

CRISIS OR A COMPETITIVE ADVANTAGE?

Few situations present companies with a better opportunity to outmaneuver their competitors than a crisis. A crisis situation may originate internally or externally and can be of financial, economic, managerial social or even environmental nature. Management attitude toward a crisis plays a large role in deciding whether it will escalate or turned into a competitive advantage. When Iceland crashed October 2008, the business sector suddenly found itself facing a crisis greater than anything it had ever experienced. January 2012, Iceland appears to be turning the situation around.

A crisis is simply an identification of a problem. Once identified, measures can be taken to resolve it. Problems expose weaknesses that managers often take personally. Perhaps they made a decision that didn't work out as planned; perhaps the environment changed a profitable strategy into an unprofitable one. It does not really matter; all resolved problems lead to a stronger company and more experienced managers.

Management often finds it difficult to combat crisis since it is too emotionally attached to the company itself. Finger-pointing will only escalate the situation and creates a wide range of internal problems. Our crisis management method consists of a combination of corrective and preventive measures that greatly reduces current and future damage to the company image and market position. We are not emotionally involved with the business and can therefore look at it objectively and keep management and divison heads focused.

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CRISIS OR A COMPETITIVE ADVANTAGE? Few situations present companies with a better opportunity to outmaneuver their competitors than a crisis. A crisis situation may originate internally or externally and can be of financial, economic, managerial social or even environmental nature. Management attitude toward a crisis plays a large role in deciding whether it will escalate or turned into a competitive advantage. When Iceland crashed October 2008, the business sector suddenly found itself facing a crisis greater than anything it had ever experienced. January 2012, Iceland appears to be turning the situation around. A crisis is simply an identification of a problem. Once identified, measures can be taken to resolve it. Problems expose weaknesses that managers often take personally. Perhaps they made a decision that didn't work out as planned; perhaps the environment changed a profitable strategy into an unprofitable one. It does not really matter; all resolved problems lead to a stronger company and more experienced managers. Management often finds it difficult to combat crisis since it is too emotionally attached to the company itself. Finger-pointing will only escalate the situation and creates a wide range of internal problems. Our crisis management method consists of a combination of corrective and preventive measures that greatly reduces current and future damage to the company image and market position. We are not emotionally involved with the business and can therefore look at it objectively and keep management and divison heads focused.
		PR ATTACKS PR attacks are often difficult to handle as they are aimed directly at the company's image. The intent is to severely damage sales and market share. When exposed to a PR attack, we have preset tactics that can be deployed immediately to neutralize the threat and even reflect it back on the competitor. The internal damage that can be caused by a well-executed PR attack is considerable. These attacks disrupt regular operations and damage morale. They lead employees to doubt themselves, their superiors or company management while company management - under pressure from the Board - increases pressure on middle management, which is caught in between. PR attacks are very dangerous and must be brought under firm control within 24 hours.

CRISIS OR A COMPETITIVE ADVANTAGE?

PR ATTACKS