VP Strat has developed a highly reactive and operational communication approach to anticipate risks, protect companies or communicate during M&A operations.
Véronique Pernin’s team is “Unavoidable”
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The crisis is a paradigm shift for companies and organizations: hypersensitivity, loss of rationality, acceleration of the time factor, rumors, fake news.
We then need to switch to crisis communication, using very precise, sequenced techniques and methods.
With continuous information channels and social networks, everything moves faster. There is a great deal of porosity between internal and external communications.
When a company is about to enter a procedure (prevention, conciliation, collective proceedings…)it is important to anticipate the situation by preparing communication materials in advance, even if the company does not wish to communicate (so as to be able to react quickly in the event of a leak).
VP Strat supports you in procedures to help you maintain control over your communication and restore positive momentum while maintaining stakeholder confidence.
Communication allows you to convey the messages you want to your ecosystem, both internally (employees) and externally (press, institutions, customers, financial partners…).
Every strategy is tailor-made to meet your specific objectives.
A concrete example of our action:
VP Strat’s action
Result: Positive articles are appearing in the local press, echoing all the established language, and communicating the company’s new dynamic, which is now entering the process of serenely pursuing its growth plan.
As a real tactical lever, takeover communication can play an important part in your strategy to win the bid by tipping the balance in your favor (on the buyer’s side), attracting buyers or protecting your image (on the seller’s side).
VP Strat develops operational strategies tailored to your specific situation.
VP Strat supports you with a methodical, operational communications strategy, delivering clear, high-impact messages to your core target audience. Well-orchestrated takeover communications following a methodical timetable can make all the difference to your competitors.
I’m a candidate for a takeover. Why communicate?
I’m a seller, why communicate?
A concrete example of our work:
VP Strat’s action
Result The takeover bid was approved by the Court, and the candidate who was initially perceived as a challenger was able to convince the Court and the staff.
A search warrant, leaked documents, an incriminating report… VP Strat helps you overcome corporate or governance crises by building an impactful and coherent communication strategy to keep you in control of the communication surrounding your company and reassure your ecosystem.
Internal investigation, labor unrest, sudden resignation of a manager, failure of a major project… Numerous internal crises can hamper the smooth running of a company, and represent a danger externally, with the risk of employees or unions contacting the press or expressing themselves on social networks.
In order to restore confidence, unite and remobilize employees, internal crises require an effective communication strategy so that the company can continue to operate normally.
A concrete example of our work :
A group contacts VP Strat after an internal investigation into a serious incident. An atmosphere of distrust reigns internally, with employees divided, no longer trusting management, and no longer committed to the success of the current transformation plan, in which they no longer believe.
VP Strat action
Result Thanks to controlled, sequenced communication, internal staff are re-solidified and re-mobilized around the strategic plan. There was no need for unions and employees to alert the press in an attempt to raise awareness, and no leaks. The internal investigation proceeds smoothly.
Because they carry a great deal of emotion and pressure (from the media, institutions and public opinion), health crises must be handled with particular care to protect the group and its reputation.
Health crises are very difficult subjects, requiring the application of 5 key principles:
VP Strat supports you in your health crisis communications to protect your company, act as a filter for the press, and help you in your communications with your ecosystem (customers, ARS, DDPP, etc.), to reassure stakeholders and show that you are doing everything necessary to deal with the situation. The agency also immediately sets up a press and social network watch to monitor activity around the company in real time, and react in real time in the event of a media frenzy.
Explosions, pollution, site contamination, accidents… Industrial crises are numerous and expose you to strong pressure from the media and local politicians and institutions.
VP Strat will support you through this ordeal, helping you to communicate with your ecosystem to protect the company, act as a filter for the press, reassure stakeholders and show that you are taking all necessary measures to deal with the situation.
The agency also immediately sets up a press and social network watch to monitor activity around the company in real time, and react in real time in the event of a media frenzy.
A cyber attack can have far-reaching consequences for a company, from the loss of sensitive data to the paralysis of your IT systems, bringing major disruption to your operations.
VP Strat can help you through this ordeal, helping you to communicate with your ecosystem (customers, suppliers…) to reassure and explain the situation factually, in line with legal requirements.
VP Strat acts as a filter for the press, and can act as a spokesperson to protect the company and its executives.
A concrete example of our work:
One of the agency’s customers is the victim of a cyber-attack that paralyzes his entire IT system (no servers, no email addresses, preventive shutdown of all computers…).
VP Strat action:
Management of requests from journalists: the agency acts as a filter for solicitations and tries to contain information so that it does not get into the press, in order not to further disrupt the group, which is already heavily impacted.
An analysis of the background, the environment, the reading of all the necessary documents, as well as interviews with the people needed to understand the situation.
At the same time, we monitor the media, the Internet and social networks using real-time tracking tools, so we can react immediately.
To anticipate: Thanks to powerful monitoring software, the agency immediately sets up a media watch (online) and social networks (public data on X, Facebook, Instagram, Tiktok, LinkedIn, Youtube) to follow the conversation around your brand in real time (and monitor sensitive topics with particular attention).
To listen : Real-time alerts and “Smartboards” enable us to follow the evolution of the conversation around monitored topics in real time.
The team produces regular analysis reports (daily, weekly… as required) for the crisis unit, and alerts you in real time.
To protect : Crisis communication system that can be activated immediately in the event of a crisis, with operational support from VP Strat.
Integration of VP Strat into the team made up of management and key advisors:
It’s universal, so you can speak to all targets (internal, external, press) and cover all points without self-censorship.
It is validated by the members of the unit. This document is the basis for the messages: the statement and the answers to the questions.
It will be supplemented throughout the mission to respond “reactively” to changes in the situation.
It is vital to anticipate crises so as to know how to react quickly to limit and contain their effects.
VP Strat can help you structure a highly operational, coherent and easily applicable Crisis Communication Guide, including the following elements:
Each crisis is unique, and each communication strategy is tailored to the company’s specific situation.
However, for each crisis, the main principles must be applied:
Crisis management concerns all the actions deployed to respond to a crisis, while crisis communication focuses on the way stakeholders (internal, press, suppliers, customers, etc.) are informed during a crisis.
In crisis communication, there is a golden rule: appoint only one spokesperson a single spokesperson . This is essential to avoid a cacophony of messages, or spokespeople contradicting each other.
To protect executives, VP Strat usually acts as a filter for the press and as the company’s spokesperson; but it’s entirely possible for the executive or one of his or her representatives (communications director, etc.) to take on this role if you prefer.
In all cases, it’s important to validate the messages and language that can be shared, and to be prepared beforehand for speaking engagements (media training) and exchanges with journalists, in front of whom it’s important to remain in control (don’t go further than you want to say, even if they insist).
After a crisis, it is important to maintain corporate communications to support your company’s new momentum.
A post-crisis communication strategy aims to restore stakeholder confidence and strengthen your organization’s reputation. The messages put forward are designed to respond to the concerns of the ecosystem and demonstrate the concrete actions implemented in the wake of the crisis (strategic plan, new processes, etc.).
In the months following a crisis, it is important to maintain corporate communications around your company’s new momentum. This gives confidence in the evolution of your situation and a positive outlook for the Group’s business, demonstrating that your plan is bearing fruit, while at the same time putting your strategic plan under pressure internally.
In a crisis situation, it’s important to set up a press and social network monitoring system to follow developments around your company in real time, identify sensitive points and concerns in the ecosystem, be informed of any “bad buzz”, and have visibility over what’s being said around your company.
The VP agency uses press and social network monitoring and analysis software (which captures public data on X, Facebook, Instagram, Tiktok, LinkedIn and Youtube), with real-time alerts to follow the evolution of the conversation and react quickly in the event of an outburst.
Our monitoring strategy is based on three components:
To assess the effectiveness of your crisis communication, you can use several criteria:
In crisis communication, it’s essential to assert only what is true (and therefore never lie), not to look ahead to tomorrow, nor to make a statement you wouldn’t want to appear in the press – not even internally or “off the record”.
You have to be careful not to make a statement that could later be used against the organization. This is essential to be a credible interlocutor for your entire ecosystem, otherwise your word will be constantly questioned, with the risk of a lasting loss of trust.
You also need to be careful about the sequencing of your communications, for example, if you inform the press before the employee representatives of important information concerning the company’s future (e.g. the start of legal proceedings).
And of course, if your communication isn’t controlled or adapted, the major risk is that of starting the fire yourself by escalating the situation or fuelling controversy/anger.
Externally: The most effective and powerful means of communicating information about your company in times of crisis is still the press release , distributed to key journalists identified in advance.
Depending on the type of crisis (a product recall, for example), it’s also possible for the company to express itself via its social networks or website, but be careful not to react too quickly or emotionally, as this could backfire later on, or to mix your “corporate” news with your commercial activities.
Internally: Use your usual communication channels to communicate with internal staff (push email, internal networks, etc.). In a crisis, if you’re going to issue a press release, it’s a good idea to share it with your staff at the same time, so that they don’t find out about an important company news item via the press, which could lead to rumors or internal concern.
Depending on their nature and intensity, crises can have a lasting impact on a company, particularly if this period of turbulence is poorly managed. The impact can be reputational, financial or operational. This can range from a temporary drop in activity to a boycott.
That’s why it is vital to master communication and respond appropriately to a crisis, in order to preserve your company’s image, reputation and business, especially if the crisis directly affects your core business (e.g. a health crisis for a catering group).
1) React quickly (without rushing, as it’s important to have the necessary hindsight to assess the situation)
2) Transparency of messages to maintain trust and become a privileged interlocutor
3) Reassurance by showing that you are in control and that you are taking all the necessary measures to respond to the situation
4) Consistency of messages between all your audiences (internal/external…) to avoid confusion,
5) Continue to inform as the crisis evolves.
It all depends on the crisis you’re facing. In any case, for your communication to have an impact, it’s essential that messages are clear, coherent and adapted to the situation.
Through communication, it’s important to address stakeholders’ main concerns: reassure them with proof, show that you’re in control of the situation, and that you’re doing everything you can to respond. It is also important to show empathy, especially if the crisis has a direct impact on people (injured people…).
Timing is key in a crisis: it’s important to be reactive, but be careful not to give in to haste. The right time to communicate is when you have been able to bring together your crisis team to take stock of the situation, gather factual information and validate the elements you can share externally.
In any case, only assert what’s true today, and don’t think ahead to tomorrow, at the risk of contradicting yourself later.
In the event of a financial crisis involving the initiation of legal proceedings, which is a crisis that can be “anticipated” in most cases, it is important to communicate externally only after having informed the CSE, otherwise you will be committing an offence of obstruction.
If you wish to call on the services of a crisis communications agency to help you stay in control in the event of a financial crisis, it’s best to do so BEFORE the CSE (R0), so that the agency can participate in the construction of all the messages that will be disseminated, and not just externally.
Indeed, in a crisis, there is a great deal of porosity between the internal and external spheres: if your communication with the CSE is poorly managed or anxiety-provoking, there is a risk that this will be reflected externally, with staff representatives contacting journalists to express their concerns. This would jeopardize subsequent press communications (with the risk of losing confidence and control).
To inform stakeholders and answer their questions, you can prepare common messages that can be adapted to different targets (customers, suppliers, etc.). Internally, think about a system for referring questions to the people in charge, depending on the subject. For example, refer questions from suppliers to the CFO, who will contact the supplier in question (to avoid duplication and loss of control, with employees answering directly without having all the language elements).
The agency will contact you as soon as possible.
