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Communications or Chaos
How to Communicate
in a Financial Crisis
Philip Vanhoutte, Managing Director
Plantronics/Altec Lansing EMEA
Copenhagen, 18 March 2009
2Unified Communications The Evolution to Unified Communications – The Collaboration of Business and IT 12 March, 2009
Agenda
How to survive/make the most of economic downturn
How to survive/make the most of a company crisis
How’s Plantronics/Altec Lansing coping/leveraging the crisis
Happy New-Year 2009
• Cost Reduction Targets
• Layoffs
• Stay Profitable
• Grab Market Share
4Plantronics, Inc. Secret
5Plantronics, Inc. Secret
Who’s riding the storm
SME’s with mobile workforces
SME’s older/more experienced captains
SME’s with worst case scenario in place
SME’s leveraging people, IT & Telecoms and Marketing
SME’s with a woman at the top
6Plantronics, Inc. Secret
Top 10 Critical Business Priorities
Provide Excellent Customer Service
Innovate in product and Services
Leverage your Talent
Maintain Quality
Reduce Debt and Manage Cashflow
7Plantronics, Inc. Secret
Top 10 Critical Business Priorities (cont)
Respond to market quickly
(Re-) Prioritize marketing
Forecast accurately & Plan Realistically
Know your market
Invest in Technologies to help your people
8Plantronics, Inc. Secret
Recession - Executive Priorities
1. Stay Calm
2.CASH is King
3.Get spending within your means
4.Reduce borrowings
5.Focus on execution of strategy
6.Recessions ends
9Plantronics, Inc. Secret
Recession – Management Agenda
Produce forward Profit/Loss scenario’s
Reset cost structure to (nearly) worst case Quarter
Protect and wisely develop business
Retain key players in critical roles and nurture top talent
10Plantronics, Inc. Secret
Reduction in (work) Force
Identify Critical Positions in Healthy Divisions
Leadership and individual contributors
Point out (High Potential) Talent
Set appropriate benchmarks
direct (sales, operations, service): linear with demand
Staff (marketing, HR, Finance): stick with (overhead) ratios
Dare to cut management layer/structure
Appreciate (vastly different) country legal/social practices
11Plantronics, Inc. Secret
Large Account Development
Acquisition ???
Development ~~~
Retention !!!
12Plantronics, Inc. Secret
Taming Marketing Spend
Weed out PMC’s (Product-Market combinations)
– Let go on loss making products/categories
– Revisit chronically unprofitable customers
Demand Generation Campaigns
– Only when positive ROI (margin basis)
Respin existing Creative
13Plantronics, Inc. Secret
Taming Marketing Spend (cont.)
Switch to Digital Marketing --- NOW
Preserve core Public Relations capability
Rationalize Suppliers
Increase Internal Communications (frequency, content)
14Plantronics, Inc. Secret
Agenda
How to survive/make the most of economic downturn
How to survive/make the most of a company crisis
How’s Plantronics/Altec Lansing coping/leveraging the crisis
15Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
What is a crisis ?
An unstable or critical time or state of affairs
in which a decisive change is pending
an attack of pain, distress, or disordered function.
- Webster
16Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
8 Characterisics of a Crisis
Surprise that is always driven by media exposure.
Insufficient Information about the relevant facts and the emerging public perception of the issue.
Escalating Flow of Events that hampers the ability of management to understand quickly that, like it or not, they "own" the problem and must quickly articulate a persuasive response
Loss of Control over the way the growing crisis is perceived & the impact on the company
Intense Scrutiny from Outsiders/Insiders including media, government, regulatory agencies, activist groups, key stakeholders, and most importantly, the management team itself.
The Beginning of the Siege Mentality that causes company leadership to attempt to "hide" behind the legal aspects of the crisis, rather than confront the central issues, thereby causing more damage
Panic that perverts and/or paralyzes the decision-making process.
Issue Solved by Public Arena in a manner designed to satisfy the interests of outsiders—including the media, government, regulatory agencies and activist groups—but never the interests of the company
17Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
Planning – Get Prepared
Calls upon Stakeholders
Professionalizes Flow of Information
Reduces Stress – Stay Calm
Demonstrates Goodwill & Trust
Underpins Business Continuity
18Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
1- A list of the members of the crisis management team
2 - Contact information for key officers,
spokespeople, and crisis management team members
3 - Fact sheets on the company, each division,
each physical location, and each product offered.
4 -Profiles and biographies for each key manager in your company
Credit: Don Crowther at http://www.globalprblogweek.com/archives/7_musthave_elements_.php
Must Haves in Crisis Communication Kit
19Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
Must Haves in Crisis Communication Kit
5 - Copies of your company, division and product logos,
your press release format and the scanned
in signature of your CEO on disk
6 - Pre-written scripts answering key questions that you have generated through your crisis scenario analysis
7 -Contact information for each of your key media contacts both locally, nationally, and if appropriate, key financial press andanalysts.
Credit: Don Crowther at http://www.globalprblogweek.com/archives/7_musthave_elements_.php
Walk on the Opportunity side
Crisis is a unique moment
to influence and take the lead
21Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
Influence is the product of K
Expertise & knowledge
Enthusiasm
Relationship & communication
Trust
Trust Principles
13 Trust Behaviours
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10.Practice Accountability
11.Listen First
12.Keep Commitments
13.Extend Trust
24Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
Establish Trust(audience’s perception of
your competence/honesty)
Develop compelling position and give rational informationExperience, facts, figures, proofs. ex: case studies - statistics - process
Create empathy(mindset mirroring/body language)
be personal & authentic
Commit on
tangible, achievable, short term
measures/outcomes
Then enlarge the scope
Virtuous Trust Cycle
26Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
Develop/Articulate a compelling Position
• What is the core idea I wish to communicate ?
• What evidence do i have to support my position ?
• How can I order evidence to be the most compelling ?
• What examples, stories and analogies can i use ?
• What graphs or visuals can I use ?
• What memorable event can I create ?
• What are the objections ?
The Athlete Toolkit
ALWAYS teamed up with Dell Latitude, Outlook, OCS
Primary Comms kit iPhone + Encore PRO
Backup Comms Kit Discovery 925 + HTC730
Conferencing Calls w colleagues Soundblade
28Plantronics, Inc. Presentation Title / Presentation Subtitle Month 00, 2008
Agenda
How to survive/make the most of economic downturn
How to survive/make the most of a company crisis
How’s Plantronics/Altec Lansing coping/leveraging the crisis
Plantronics Confidential
Early October K clouds gathering
What is Plantronics doing
NOW
to Live & Leverage
Economic Recession
31Plantronics, Inc.
local global @ CeBIT 2009:
Creativity and Internationalization
as Antidepressant for Global Crisis
CeBIT 2009 Press Briefing
From Surviving to Thriving
Philip Vanhoutte, Managing Director
Plantronics/Altec Lansing EMEA
33Plantronics, Inc.
Consumers 9 months in recession-mode
56% cut on out-of-home entertainment
67% cut back on gas/electricity
55% spend less on clothes
54% use cars less often
34Plantronics, Inc.
Cautious Optimism after the darkest winter
35Plantronics, Inc.
2009 Trend Forecast
1. Legacy: Making a Mark
2. Fantasy as Fuel
3. Art: Unleashing the Creative Spirit
4. Home as Heavenly Haven
5. Science: Expansion & Discovery
6. Optimism & Vitality: from 2D to 3D
7. Culture of Mobility
8. Authenticity
9. Fun Frugality
36Plantronics, Inc.
2009 Trend Forecast - CONSUMER
1. Legacy: Making a Mark
2. Fantasy as Fuel
3. Art: Unleashing the Creative Spirit
4. Home as Heavenly Haven
5. Science: Expansion & Discovery
6. Optimism & Vitality: from 2D to 3D
7. Culture of Mobility
8. Authenticity
9. Fun Frugality
37Plantronics, Inc.
HEADSETS
SPEAKERS
HOMEMOBILE
Leaders in ALL Product Categories
Disco
925
.Audio 995BackBeat
903/906
Orbit
UPS
inMotion
Max
Expressionist BASS
Gamecom 777
38Plantronics, Inc.
2009 Trend Forecast - BUSINESS
1. Legacy: Making a Mark – SMARTER WORKING
2. Fantasy as Fuel
3. Art: Unleashing the Creative Spirit
4. Home as Heavenly Haven
5. Science: Expansion & Discovery
6. Optimism & Vitality: from 2D to 3D
7. Culture of Mobility
8. Authenticity
9. Fun Frugality
39Plantronics, Inc. Secret
Who’s riding the storm
Those with
mobile workforces
older/more experienced captains
worst case scenario in place
woman at the top
That have relentless focus on
Customer Service Excellence
Incremental innovation in Products & Services
leveraging people, IT & Telecoms and Marketing
Customer Intimacy Study
Western Europe
February 2009
41Plantronics, Inc. Secret
Customer Intimacy Study - Profile
Customers
both consumers and businesses
2000 interviewed
Sales/Customer Service
Traditional field / ‘on the road’
Also inside office
NOT contact centers
850 interviewed
UK, Germany, Netherlands, France, Spain
Do headsets make a difference beyond Contact Centers ?
42Plantronics, Inc. Secret
Professional Headset with high iF
iF = intimacy Factor
Smart(er) Workingno longer a luxury in economic crisis
Series of Western Europe Studies
UK, Netherlands, Germany, France (in progress)
Autumn/Winter 2008-2009More than HALF
Of Employers AND
Employees are READY
44Plantronics, Inc. MWC 2009
21st Century Work Space – Just 5 IngredientsNotebook, Smartphone, Headset/Speakerphone
Wireless Broadband, Unified Collaboration & Communications
45
Flexible workingK
Strategies for more flexible workforces can provide positive solutions to today’s
challenges inclusive TANGIBLE COST SAVINGS
Property rationalisation
Substantially reduced absence
Productivity (more smarter hours)
Less time wasted travelling to office
Employee satisfaction
Customer satisfaction
Wellbeing
Recruitment and retention
Reduced Carbon Footprint
Business continuity (reduces risks)
Corporate and social responsibility
Work Space for Humans
• Many productive behaviours NOT at desk, 9-5
• Need diverse environments and moments
– Place as an ‘anchor’
– Secluded Space for mental isolation
– Inspiring places for mental stimulation
– A place to bring people together
– Office Style as a blueprint for corporate behaviour
– Change of Scene to manage energy & state of mind
Source: VITRA Research, November 2008
The New Work Foundations
Trust
Talent
UC2
Unified
Communications & Collaboration
48Unified Communications The Evolution to Unified Communications – The Collaboration of Business and IT 12 March, 2009
What is Unified Communications?
Integration of real-time and messaging communications
Centered around Identity and Presence
49Unified Communications The Evolution to Unified Communications – The Collaboration of Business and IT 12 March, 2009
Unify WHAT ?
EMailEMailVoicemailStore/Forward
YouTubeMMS
IM
Flickr
SMS
IM
Instant
Asynch
Messaging
Video Call
Personal
Conference
Analog Phone
Mobile Phone
PC/Internet Phone
Real-Time
Dialogue
VideoImageData/
Text
Voice
ONE People List/Database
with ALL contact details
And his/her Availility
Unified Communications
51
Savi Office Features and Benefits
Connects to both the desk phone and PC
Improves quality of work, communications and decision
making
Easily mix and switch calls
Provides effective and efficient
collaboration
Plantronics SaviTM GoPlantronics SaviTM Go
Freedom – Wireless headsets offer flexibility and
mobility when you adopt Unified Communications
Wireless headset and dongle solution
for in office mobile professionals
needing to connect to both their
mobile device and PC
Smarter Working = a MUST
• UC is working and beneficial
• Work @same Desk in same office = unnatural
• Mobile Working = the NORM
• Economic Crisis will dictate fast adoption
• Trusted Work & Management = essential
• Days of hardphones are counted
• Headsets are essential for Virtual Work
Communications or Chaos
How to Live and Leverage
in a Economic Recession
Philip Vanhoutte, Managing Director
Plantronics/Altec Lansing EMEA
Copenhagen, 18 March 2009