crisis communication and reputation management presentation mgt 325

CRISIS COMMUNICATIONS + REPUTATION MANAGEMENT

Preparation is the key to successfully navigating reputation and crisis management with public relations — following a plan is easier than creating a plan in the moment., why do crisis communications and reputation management matter.

The entire world is not within your control — whether external or internal, there are forces beyond your influence that may create challenges for your organization. When crisis situations arise, you need to have a plan of how to respond or you will be scrambling only to start from a deficit.  Consider this:  Between 2014 and 2019, 74% of companies that faced a major crisis sought outside help either during or after the situation. During that same stretch, 69% of all corporate leaders experienced at least one crisis, though the overall average was three

And if recent history has taught us anything, it’s that you never know what your crisis plan will help you weather :

of companies  used a crisis plan to navigate the pandemic

The prevalence of these challenges throws into sharp relief the fact that it is less a question of  if  your organization needs a crisis communication and reputation management strategy and more a question of  when  it will be needed. Legendary business leader Warren Buffet captured the argument for planning sooner than later perfectly:

It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”

Our Approach

Communications Strategy Group (CSG®) operates from the understanding of one universal truth: Every organization will have to manage a crisis at some point. It will happen. The degree will vary, but it will happen. Crisis communication planning is an investment in planning for the worst so your company ends up with the best outcome. In a PR crisis, time is everything. A quick initial response often sets the tone for the entire process. Acting hastily without a plan can intensify the situation, while responding appropriately and rationally based on an existing crisis management plan can set a course for success.

To that end, CSG helps organizations develop comprehensive reputation management and crisis communication strategies that cover everything from identifying the people who need to be on the crisis team to frameworks for proactive and reactive scenarios.

Even the most unexpected PR crises feel easier to navigate when you already have a rubric for what to say and do, because the guesswork is gone and the plan is in place.

Crisis communications management isn’t a generic solution. It is a from-the-ground-up initiative that should reflect both the strengths and specific considerations necessary for your leadership and the company at large.

Interested in learning more about how to get from thinking about making a plan to having one in place?

Whether crafting targeted messages on unique issues or building measured responses to critical challenges, the CSG team was instrumental in enhancing the internal and external perceptions of our organization.

Jennifer Waller

Executive Director, Association for Student Conduct Administration

The leadership and staff at CSG are incredibly savvy, creative and dependable partners. I wouldn’t want to work with any other firm to launch a campaign or during a crisis. CSG helped us to strategically tailor and time our messages to influence key decision makers and shape public opinion.

Julia Hutchins

Former CEO, Colorado HealthOP

CSG has brought world-class clarity and focus to our communications efforts here at New Belgium Brewing over our 10+ year partnership. From new product launches to event support, B2B, and even crisis communications, their team is always ready and more than able to execute at a truly professional level.

Bryan Simpson

PR Director, New Belgium Brewing

The Rules of Engagement: Proactive vs. Reactive

People tend to think of crisis communications as a reactive pursuit. Even if you have a plan, it’s only ever launched in response to an event, so it is pure action and reaction, right? You can certainly make that argument, and relatively successfully. However, if we follow Warren Buffet’s advice and think in the context of reputation development as well as management and protection, it’s easier to perceive multiple modes of activity. The strategists at CSG are skilled at developing crisis, reputation and business continuity plans, both proactively and reactively.

Advance planning is ideal both for crisis contingencies and for managing your online and offline reputation as a business. This model allows CSG to tap into a 4D Framework designed to comprehensively map your company, leadership and environment. Armed with that knowledge, our team develops a plan that addresses any current and potential challenges and accounts for potential future conditions ranging from natural disaster response to negative reviews and employee or product issues.

For those situations where time is of the essence and no plan is yet in place, CSG employs CLEAR, a model designed to facilitate a thoughtful response to unforeseen situations. Ultimately, the CLEAR model helps organizations promote preparedness in times that can lead to rash communications and mistakes that compound problems. CLEAR creates space and a template for key players to assess the situation, assign roles and take appropriate action.

Insights. Influencers. Intellect.

Trends. Commentary. Analysis. You’ll find them all here.

In Hot Water Without a Crisis Communication Plan? Keep Your Cool with These 5 Tips

Clutch Honors CSG for Corporate and Crisis Communications

Taking the Lead in Public Relations in Denver

A crisis can originate anywhere*.

*BUT THAT DOESN’T MEAN IT WILL

Understanding how to approach crisis and reputation management is as much about understanding what  not  to do or say as what  should  be done or said. Comprehensive planning takes time. As you plan, take time to understand the scenarios that may result in a crisis, the optics that may accompany that situation and the basics of when and how to respond.

The experts at CSG can take you through any number of potential scenarios to help round out your crisis response plan and prepare your team. Naturally, the details and “for instances” that emerge are as unique as any business, but there are general themes that can be understood even before engaging with external experts to develop a plan. The following breaks out common sparks for crisis situations, as well as their relationship to your company.

This category of crisis is often the first one that leaps to mind for leaders. When the crisis starts internally, the scenario often boils down to “someone did something wrong” or “somebody perceived you did something wrong.” These situations may include:

• Business or product issues
• Personnel/employee actions
• Organizational/management

Perhaps even more daunting to consider, external crises often involve the actions and outcomes of “outside forces that require internal response.” This category of crisis is exceptionally broad and may incorporate the press, partners and even Mother Nature. These situations may include:

• Regulatory issues
• Customer or client actions
• Legal actions taken against the company
• Partner actions
• Natural disasters
• Whistleblowing
• Social media backlash

General Reputation Management

General reputation management is probably the category least likely to keep leaders up at night. But if not handled properly, these actions too can be a source of crisis — just ask the Cinnamon Toast Crunch social media team. The small tasks that are nonetheless worth due attention and thought in any reputation management plan include:

• Fielding everyday customer complaints on social media
• Responding to online reviews
• Managing conversations on social channels and escalating those appropriately and as necessary
• Keeping your online presence accurate and up-to-date

Hope for the Best, Plan for Everything Else

Challenges are unavoidable, but not insurmountable — particularly when you have a solid plan on your side.

Here’s a surprising yet comforting fact: 42% of companies who faced a major crisis from 2014 to 2019 said they were “in a better place,” post-crisis. While those leaders are unlikely to reminisce fondly about the experience they had, it seems the lessons learned along the way prove that it is always possible to emerge stronger and better prepared for what comes next.

For even more on how CSG approaches online reputation management and crisis communications, explore our blog.

Industry Expertise

There’s an old adage that says to write well, you have to write what you know. We believe that logic applies to work as well, and we’ve made it our business to understand the nuances and landscapes of the industries we serve.

• Space & Aerospace
• Financial Services
• Renewable Energy & Sustainability

Let’s get to work!

Moscow, April 21, 2010

Aug 23, 2014

330 likes | 483 Views

Opportunities and development in the current global crisis Ute Kochlowski-Kadjaia, Euler Hermes Russia. Moscow, April 21, 2010. Contents. Role and Function of Export Credit Agencies (ECAs) Crisis Response – Consequences for ECAs Cover Policy for Russia Conclusion. Mandatary business.

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• credit confirmation risk cover
• federal export credit guarantees
• german export goods
• cis country

Presentation Transcript

Opportunities and development in the current global crisisUte Kochlowski-Kadjaia, Euler Hermes Russia Moscow, April 21, 2010

Contents • Role and Function of Export Credit Agencies (ECAs) • Crisis Response – Consequences for ECAs • Cover Policy for Russia • Conclusion

Mandatary business Federal Export Credit Guarantees By order and for account of the Federal Republic of Germany as leading partner cooperating as partners to a consortium

Interministerial Committee for Export Guarantees (IMA) BMF Federal Ministryof Finance AA Federal Foreign Office IMA BMWi Federal Ministry of Economics and Technology(in charge) BMZ Federal Ministry for Economic Cooperation and Development Consortium Euler Hermes PricewaterhouseCoopers Experts - KfW IPEX-Bank - AKA Ausfuhrkredit-Gesellschaft - Representatives of export and banking

Definition Export Credit Guarantees Insurance against • the political / commercial risks arising abroad • involved in export business (or export financing) • transacted by an exporter domiciled in Germany • provided by the Federal Republic of GermanyIt requires • the payment of a premium in accordance with the risk involved and • an uninsured portion to be borne by the policy holder

Requirements for Export Credit Guarantees • Business that qualifies for official support • Export transactions (supply, works/services and financing contracts) of a German exporter with goods of mainly German origin involving non-marketable risks abroad • Criteria for the granting of cover are • that the transaction is eligible for support • that the risk is justifiable • that the terms of the contract are in accordance with common practice • that the provisions of the federal budget law are observed

NEWLY COVERED BUSINESS in Euro billions 22.4 20.6 20.7 19.8 17.0

TOP MARKETS FOR NEW GUARANTEES in Euro millions

BREAKDOWN OF SPECIFIC POLICIES BY TYPE OF SECTORS in Euro millions and in % thereof: aircraft: 21% ships: 19% thereof: metal industry: 16% Total: 15,156 EUR millions

Types of export guarantees – extract • Cover facilities • Single export cover/tied loan cover (pre and post shipment) • Framework credit cover • Revolving buyer credit cover • Project financing • Structured financing including countertrade business • Cover in local currency • Cover against payment defaults for confirmed L/C • Whole turnover cover

German exporter Foreign buyer Export contract/delivery If necessary: buyer involvement in payment obligations Disbursement of buyer credit German bank Foreign bank Loan contract Repayment Types of export guarantees I Tied loan cover Local contract

Types of export guarantees II Framework credit cover • Targets • Financial credits for smaller transactions • More flexible and quicker • Criteria for cover • Credit volumeup to EUR 10m per single transaction • Currencyframework and single contract must be the same • International standards e.g. consensus must be considered

Types of export guarantees III Revolving buyer credit cover • Contract between a German and a foreign bank to finance transactions between one German exporter and one foreign importer • Payment terms on short term basis (up to 12 months, in exceptional cases up to 24 months) • Policy period is one year and will be automatically extended if notice of termination is not given • Targets • Cover of short term credits • More flexible and quicker

Foreign ContentInclusion of non-German sub deliveries In general: Export guarantees are granted to promote German export goods, but… • … a product receiving a German certificate of origin is considered as German. • … foreign content is acceptable in principle. Local costs and foreign content can amount to 30% (base rate) of the contact value without any statements. Exceeding the base rate is possible under certain circumstances.

Foreign Content – Reinsurance I Background • Main supply and subcontracting deliveries will be covered by one credit insurer • The value of the subcontracting deliveries will be reinsured by the credit insurer for goods sourced from his country • Resulting in • One policyholder • One credit insurer • One cover • One cover scheme = One stop shop

ASHR´A (Israel) Atradius (Netherlands) CESCE (Spain) COFACE (France) COSEC (Portugal) ECGD (Great Britain) EDC (Canada) EFIC (Australia) EGAP (Czech Republic) EKF (Denmark) EKN (Sweden) FINNVERA (Finland) GIEK (Norway) KUKE (Poland) NEXI (Japan) ODL (Luxemburg) OeKB (Austria) ONDD (Belgium) SACE (Italy) SERV (Switzerland) SID (Slovenia) US Ex-Im Bank (U.S.A) Foreign Content – Reinsurance II German ECA: 21 reinsurance agreements with other ECAs

Challenge for ECAs The major challenge for ECAs in a world characterised by a financial and increasingly economic crisis is to find a balance between… • ... a prudent and responsible • administration of the German • government‘s and taxpayer‘s • money • grant cover after a thorough • evaluation of the risks involved • …and the objective of promoting • the economy, in our case • especially German exports • accept risks despite the global economic turbulences

Crisis response – Consequences on ECAs I During the crisis ECAs were forced to act counter-cyclically and flexibly. • Substantial increase in demand for ECA cover in combination with ECA related government action against the crisis • ECAs are approached by new customers and are getting involved in new industry sectors and/or buyer countries such as EU and other OECD countries Cover is sought for risks that used to be perceived as save

Crisis response – Consequences on ECAs II • Governments response with new/amended insurance products and cover policies in order to facilitate export finance • (Re-)Entry of ECAs in the field of marketable risks (short term cover for EU and OECD countries) due to restrictions of the private credit insurance market ECAs are extending their umbrella – rather than closing it

Crisis response –New and amended products I • German Government launched a package of new cover • regulations embedded in the Economic Stimulus Plan II. • Supplier Credit Guarantee • Increased percentage of cover up to 95 % to reduce refinancing costs • Credit Confirmation Risk Cover • Newly established instrument to stabilize L/C business • Banks can insure themselves against the risks involved in the confirmation of a letter of credit that has been issued to finance an export transaction by a German company

Crisis response –New and amended products II • German Government launched a package of new cover • regulations embedded in the Economic Stimulus Plan II. • Contract Bonding • Increased single limit of cover from EUR 80 to EUR 300 million to ease exporter’s liquidity position, as it helps to ease the pressure on the exporter’s credit line • Securitisation Guarantee in relation to the KfW Refinancing Program • Facilitating access to long-term funding for banks arranging Hermescovered transactions. • Banks sell their covered receivables (from existing and new loans) to KfW and make fresh funds available for the financing of new business covered under Federal Export Credit Guarantees

The crisis so far • Despite a double-digit decrease in German exports in 2009 as well as cancellations and postponement of many projects cover volume is expected to rise • Both standard and new products contributed to this result • During the crisis, ECA-covered financing has gained tremendous importance • ECAs have proved to be a reliable partner and will continue giving support to maintain and where necessary restore trust in global financial systems and trade relationships.

Policies regarding the analyses of banks I • Apart from generally accepted banks, still case by case analysis • No general rejection of any CIS country • Detailed information regarding ownership structure • In-depth insight into the respective bank‘s risk management

Policy regarding analysis of banks II • Financial Statements (preferentially according to IFRS) for 3rd Quarter 2008 • Securities portfolio • Detailed overview of liquidity situation • Exposure to currency risks • Matching Maturities • Proportion of ‘Loans to customers’ in foreign currencies and assessment of customers’ ability to pay back such loans • Detailed overview of ‘Loans to Individuals‘ • Exposure to real estate sector • Impairment provisions

Russia – cover policy • Generally open for short-term transactions (examination of creditworthiness) • Criteria / securities for credit business transactions: • State guarantee • Corporate risk • Additional securities not required in cases of excellent standing of the buyer • Bank guarantee • Generally accepted banks: 15 banks such as VTB, Sberbank, Vnesheconombank, Gazprombank or Alfa Bank • Other banks on a case-by-case basis (about 50 banks so far) • In general involvement of the Russian buyer in the payment obligations • Premium category 4

Russia – cover volume for recent years (in million EUR)

German ECA underwriting volume (long term) for Russia by type of security %

Russia – recent experience • Only very few covered banks have not been able to meet their obligations so far • Strong effort by the Russian government to support system relevant banks • Further consolidation of the banking sector is nevertheless to be expected in 2009 Russia will remain a major partner in the years to come

Conclusion Due to the current challenges and difficulties ECA-covered financing has gained tremendous importance. ECAs will be a reliable partner and will give support to maintain and where necessary restore trust in global financial systems and trade relationships. Russia and CIS will remain major partners also in the years to come.

Thank you for your attention! • Vorname Name • Unternehmen • Tel.: • E-Mail: • Further information is provided under: • Hotline: +49 (0) 40/88 34-90 00 • [email protected]

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