It is time to remind readers of what TPPR does. There are many very large agencies that offer crisis management services for large corporations.
These can be massively expensive short term solutions to external threats that affect credit, customer loyalty and staff morale. We do not compete with these operations. Our niche is in the early warning of threats, the pre-planning of procedures and direct action in the market, generally alongside legal counsel, to cut the threat 'off at the pass' - that is, to anticipate the crisis before it happens.
The larger corporation generally has a large staff that is supposed to forewarn management of threats. A crisis often means that someone has thrown the company a curve ball. It is the curve ball from outside the industry that has to be anticipated. It may not be a direct assault at all. A company can be targeted just to make an example by an NGO wanting political, regulatory or legislative change. Or political interests (including NGOs) may be roaming around like predators looking for the weakest member of the herd to take down.
Crises are expensive, time-consuming and distracting for management. How much better it would be if the chances of a strike against the company were minimised in advance, the political predator discouraged at source and threats evaluated long before they emerge. This is what we do - without guarantees that you won't be hit but with a far better chance of understanding the strike if it comes and of what can be done about it. That saves money, time and reputation in the long run.
Our work starts with research into external political and cultural pressures on the client, a system of monitoring online intelligence to evaluate threats to reputation, the creation of a constructive relationship with legal counsel and with management and an honest assessment of where future serious threats may lie and what can be done about them - and even if anything should be done about them at all. We may find libellous or defamatory statements online and judgements have to be made whether to leave, correct or take legal action.
The work continues with the creation of means of communication specific to crisis expectations or possibilities - usually an online platform with supporting social media and content, perhaps a media relations capability that is held in readiness for threat. Perhaps we can divert interest away from the main company with a micro-site. Perhaps we have uncovered a management problem to be handled internally or through a CSR programme. The solutions have to be bespoke but the capability has to be able to react quickly to events and yet be moderate in cost to maintain.
When a crisis happens (we have handled political crises, fraudulent claims, NGO assaults, terrorist incidents and customer deaths) we are in a position to give sound advice based on our experience. Our client base tends to be the UHNWI, HNWI and family office market, leading politicians, senior officials, mid-sized corporations, entrepreneurs and NGOs who most need our level of flexible cost-effective infrastructure while our knowledge base not only derives from experience in crises but in politics, agency management, think tanks and cultural movements.