When a crisis becomes an opportunity

English: Logo for Food Network

Faced with a crisis in your industry, what is your first thought?

A friend of mine sent me an interesting example this week of how one a piece of simple creativity can turn a crisis into an opportunity.

This one is courtesy of the Food Network who sent their subscribers the following email on Wednesday January 16th, 2013:

116 Homemade Burger

Say ‘neigh’ to shop-bought burgers and make your own at home. Whether beef, chicken or pork takes your fancy, layer between crisp salad, gooey cheese and a lightly-toasted bun

See our 116 burger recipes…

Out of context this won’t really be appreciated however if I tell you that this was the same week as it emerged that horse meat and horse DNA had been found in frozen beef burgers stocked by a number of leading supermarket chains, you will then appreciate the timing of this little nugget.

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The value of saying sorry

I haven’t written for quite a while but a recent situation with work has provided me with a lesson I want to share.

This week I made a mistake at work with some data. Not a big mistake, but enough that an email was sent to around 300 of our membership who shouldn’t have received that particular email.

If that had happened to you, what would you have done? Hid in a corner and hoped no-one noticed? Denied all knowledge and blamed someone else?

This very week I had an email of apology from a well-known supermarket chain who had sent an incorrect email to me, and we chose to take a similar approach by holding our hands up, apologising and taking the opportunity to engage with those individuals in a more personal way.

And the response?

Well really good. Of the 300 emailed, 20% had already responded back within five hours to thank us and provide their latest personal information and some even offered ways they may wish to re-engage and give back to the community.

This is the response we had hoped for, and somewhat expected, but the strength of the response has still taken us somewhat by surprise.

And so what have we learnt from this?

  1. Mistakes happen: No matter how how robust your processes or good your people, mistakes will always happen. And especially the more complicated the work you are doing
  2. Don’t be afraid to say sorry: Our natural reaction to making a mistake might be to want to shift the blame or pretend it hasn’t happened, especially if the consequences of holding our hands up may be unclear or unfavourable. We need to fight our natural tendencies as saying sorry, aside from just being the ‘right thing to do’ is important for our businesses and in creating communities. Just  think, what would you want someone to do to you?
  3. Be honest and transparent: Following on from saying sorry, it is important that our communications are open, honest and transparent. How else will our communities trust us? And it’s not just about gaining trust, honesty unities communities and teams. Margaret Heffernan talks about this in her article “Make the most of your mistake
  4. Find ways to use your mistakes for good: Where appropriate, look for opportunities to use your mistakes for good, whether for your business, staff or wider society. If you can, take the opportunity to use your communications to engage your community further
  5. Learn from them: Even if you can make something good from your mistakes, it doesn’t mean that you want to make the mistake again and so learn from them, fix the processes and work out ways to make sure they don’t happen again.

A logical reason why Deans should invest in alumni services?

Why should Senior Management invest in an alumni network? This is a common question that often receives a fairly qualitative rather than quantitative anwer. I don’t know if you are like me, but I like to be able to give a definitive response to these kind of questions and so when I was reminded recently of the three levels of a product, it got me thinking about how this could be applied to the products of a University, say an MBA programme.

It was mentioned to me (although I can find no hard evidence to prove this) that as a rule 80% of investment into a product is in the core & actual product which yeilds 20% of the impact and conversely, 20% of investment goes into the augmented product that in turn yeilds 80% of the impact.

If there is any truth to this, then before you is a very straightforward and logical reason why Deans should invest in an alumni network – you can’t get much better than an 80% return on a 20% investment!

Diagram demonstrating the impact vs investment of an MBA

What marketers can learn from alumni associations (and visa versa)

Relational marketingFor years, marketing has been associated with very bottom-line, monetary, transactional processes. As my colleague Dilip Mutum posted in his blog back in 2009, there has long been an assumption that Marketing is the same as Sales.

This is no longer the case. As Dilip says, the perception of marketing has moved on tremendously over these last few decades, and more recently with the advent of social media.

In comparison, alumni associations have focused on providing the feel-good post-sales experience and emotional connection with the School/University and have often been accused of being all about the parties and socialising.

Just as Marketing has shifted its position, so Alumni Associations seem to be waking up to the need to be more structured and constructive for the School/University as a whole – establishing metrics for proving a return on the investment and exploring how to impact on areas of activity outside of the established alumni arena.

In this altered economic environment, now more than ever, there is a need for the marketing profession and alumni associations to learn from one another – taking the best of both worlds and creating a new culture of relational engagement and collaborative development.

Superbrands

Well my organisation is again a Superbrand (for the fifth time).

When we think about the notion of a brand, we often confuse it with the visual identity; logo and style. However in the true nature of a brand, it is all about what the perception of the product, organisation or service is. As Jay Ehret says “It is the emotional and psychological relationship you have with your customers”.

So what emotions, thoughts, ideas are conjured up when you look at some of the examples of the brand above. If you have had no connection with the organisation before, you will probably have very little to say about it, other than perhaps recognising the artistry involved.

However if you have every had the joy of connecting with Warwick Business School, I hope you see these alternive logos as a creative and dynamic way of representing the true spirit or nature of the School; entrepreneurial, creating inspired and interesting individuals, looking at things differently.

Whether you like the individual logo styles or not, you must agree that the very creation of them is in an effort to live out the true brand of the organisation.

I would be really interested to hear what you think – let me know.