ANALYSIS: Advertising - Timing matters as much as the message - Advertising after a crisis is a heavy judgement call

Singapore Airlines' (SIA) recent move to resume advertising after a three-month hiatus following its first-ever air crash highlights the delicate question of when is it appropriate for a crisis-hit company to restart advertising. Too early and a corporation risks creating a bigger crisis for itself, even as it attempts to minimise the immediate impact of a disaster without jeopardising its future. At a time when a sizeable section of its market is reeling from the many consequences of a disaster, including death, advertising by a crisis-hit corporation is essentially money wasted. Ad claims will never wash well with a public who is at best sceptical; at worst grieving. If anything, a company risks doing enormous harm to its corporate reputation by appearing too eager in thinking about its commercial health with the smell of disaster still hanging in the air. It's then that the potential of being labelled insensitive, mercenary and uncaring is especially high. For Firestone, the lesson has been hammered home with painful consequences. This once-leading brand continued to advertise and communicate throughout the defective tire fiasco that engulfed the company, according to Steve Carr, senior vice-president of Cramer-Krasselt, an integrated marketing agency in the US. "Recent surveys in Fortune and The Wall Street Journal have cited the brand as holding the worst reputation in corporate America," says Carr. Yet, staying off the advertising radar screen for too long has equally devastating consequences for any company in today's hyper-competitive environment. It all boils down to a judgement call since it is difficult to establish a rule of thumb over when companies should restart advertising or any other type of commercial communication after an accident. In SIA's case, the flag carrier appears to have found what is possibly the best compromise in navigating the quagmire that traps less savvy brand-builders. It tied its post-crash advertising policy to Chinese traditions, where it is customary to observe a 100-day mourning period when a death occurs in the family. Says Newsweek's advertising director for Asia, Theresa Yeung: "It's the first time I have come across a 100-day mourning period by an airline advertiser after a crash." Not only did SIA put a halt to advertising during the 100-day mourning period, its officials also steered clear of industry functions as well, again in keeping with Chinese tradition. Admittedly, SIA's case is unique. The carrier originates from the essentially Chinese-dominated city of Singapore and the crash occurred in another Chinese city - Taipei - so its actions have added resonance in both markets. Advertising is an important weapon in keeping a brand top of mind or in staging a post-crisis comeback, but it is only part of the arsenal available to a company. Carr says crisis-hit companies should consider general communications beyond paid media, from non-paid editorial through public relations, events and the internet. "The impact on all audiences needs to be considered - those affected by the accident as well as employees, customers, prospects and the financial markets," says Carr. "At the same time, follow-up research on the company's reputation and attitudes of the public could be very helpful in making the decision."

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