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

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