It’s time for a radical change in strategy. Yelling the same messages louder and keeping your product mostly the same isn’t working. For radical change to happen, you have to radically change your strategy.
Imagine you are a marketer and a business comes to you for advice.
This business has been in a competitive struggle for years with another business. Neither is gaining significant market share against the other. They seem locked in a war neither can win.
You look at their product and their promotion strategy, as well as that of their competitor, and you find that neither has made significant product changes or messaging changes in years. But, they both continually increase their ad spending year after year. This all keeps their consumer bases happy and loyal, but isn’t changing their market share positions.
What would most marketers tell the business at this point?
For radical change to happen, you have to radically change your strategy. It’s time for a new approach.
I’m looking at you, special interest groups seemingly locked-in an endless battle with one another. As a citizen, I value your advocacy on both sides as a means of finding balance for our society. But if I was your marketer, I’d be making a strong case for radical change. Yelling the same things, only louder, no longer works.
In crisis communications, we’re trained to think about all of our stakeholders including customers, employees, partners, etc. But we need to also think about and react to how our competitors will respond our crisis. How will they respond? How will they try to gain market share or serve their purposes during and after a crisis?
And how will we respond if our competitors have a crisis? Should we react (public comment, changing production amounts, etc.)? Will we need to change our messaging during that time? Could their crisis spread to us?
We need to consider our competition before, during, and after a crisis.