Sentiment turnaround and reputation development

Essentially a combination of short-term crisis-handling skills and long-term reputation planning, this is an area of increasing importance in today's fast-moving markets.  The arrival of new management or the ability of an existing management team to cope with major external events or deliver significant internal change – these are discrete moments in time which need to be carefully spelled out to all audiences.  But they are also links in a chain which need to be set in a long-term context with confidence and candour, but without over-promising.  

There are two types of assignment in this regard

Handling the aftermath of negative or controversial news is itself partly a reactive process, where our experience of demanding, sometimes hostile, situations enables us to help you think your way through the issues.  But crisis management also involves precise control of a company's external communiqués and a willingness to ignore the short-term in favour of a sustainable longer term platform and outcome.

Effecting a substantial change in the way audiences think about an organisation involves a similar degree of planning.  But reputation planning also revolves around our ability to provide clear, credible research backed up with stringently honest presentation of the facts in order to put in place a long range programme to reposition the company, its aims, strengths and management ambition.